Creating a Winning Business (MN5W50)
Assignment 2 Workbook:
Business Model Canvas – Iteration and Reflection
Student name: Guilherme Nuernberg
Student ID: 22030166
Seminar tutor:
Airline, Airport and Aviation Management
London Metropolitan University
12/01/2024
Brief based on my business placement and the business solution.
During my business placement at Brazil Café, I pinpointed critical challenges—lack of delivery, seating constraints, and
technological gaps. The proposed solution involves strategic partnerships to open a second café, introducing a delivery service to
meet customer demands, and integrating technology for streamlined operations. This comprehensive approach ensures not only
the café’s growth and profitability but also aligns with evolving market trends, securing a competitive edge in the dynamic food
industry landscape.
Page 1
BMC –Chronology/timing of ideas in the following order of colours: black, Blue and red.
Key Partners
Atlantico UK – Brazilian food and
beverages.
Smithfield Market – Wholesale
provider of meat, poultry, and
various provisions such as oils and
cheese.
Local Grocery Stores – Suppliers
of basic and fresh ingredients like
eggs, salad, etc.
Mor Beans – Provider of coffee
beans, coffee machines, bean
grinders, and ancillary equipment.
Epos Now – Provider of point-ofsale (POS) systems and solutions
for payment processing.
Get Meez – Provider of a platform
for accurate food costing, team
training, and recipe organization.
Uber Eats – Facilitator of food
delivery services.
Key resources:
Food and drinks
Technology
Key activities:
Supply of ingredients
Technical support
Delivery platform, logistics
Cost Related
Key Activities
– Continuously developing the
menu.
– Day-to-day activities of preparing
and cooking.
– Daily operations, including staff
coordination, scheduling, inventory
management, and maintaining a
clean and welcoming atmosphere
for customers.
– Regularly updating and engaging
with the audience on social media.
– Fostering a positive and friendly
atmosphere through face-to-face
interactions with customers,
addressing their needs, and creating
a welcoming environment.
– Quality control measures.
– Implementing effective cost
management strategies
– Implementing the infrastructure
for food delivery service.
– Actively planning and executing
activities related to the potential
expansion of the café, including
market research, site selection, and
coordinating with partners.
Value Propositions
– Brazil Café aims to provide
homemade and fresh Brazilian
food with quality ingredients and
authentic flavours, delivering
intimate and friendly customer
service.
– Open a second café to
accommodate more customers,
enhancing accessibility and
maintaining the intimate and
friendly ambiance.
– Include technical support for
pricing strategy to ensure prices
reflect both the quality of the
offerings and customer
expectations, enhancing overall
value perception.
– Introduction of a delivery service
to reach a wider customer base,
allowing for increased revenue.
Customer Satisfaction:
– Homemade and fresh Brazilian
food using quality ingredients.
– Affordable prices
– Loyalty program
Revenue Related
Marketing & Sales
Customer Segments
Communication
– Brazilians living in London
– Instagram
(particularly in the Battersea area).
– Facebook
– Local workers seeking affordable
– Emphasis in the authentic
and delicious meals.
Brazilian culinary experience and
– Local Community.
the use of high-quality ingredients. – Budget-Conscious Consumers.
– Loyalty program.
– Loyalty-Driven Customers.
– Sharing positive customer
testimonials and reviews on social
Stakeholders Benefiting from the
media (see Appendix C).
Solution:
– Customers: Access to the food
through delivery.
– Management: Increased business
revenue through a second café.
– Local Community: Economic
contribution through the opening of
a second café, potential
employment opportunities, and
community engagement.
– Suppliers and Partners: Increased
demand for products and services.
– Employees: Potential
employment opportunities.
(see Appendix B for a SOSTAC
analysis)
Page 2
BMC –Chronology/timing of ideas in the following order of colours: black, Blue and red.
Key Resources
Product & Service Delivery
Channels
– Coffee machine and kitchen
equipment
– Cafe Facilities and space
– Menu and recipes development
– Brand identity and marketing
– Skilled chefs and staff
– Management and operational staff
– Working capital
– Packaging materials
– Capital for expansion
– Investments in technology and
partnerships
– Local, Face-to-Face Interactions
– Social Media: Instagram and
Facebook.
– Food Delivery Services: Uber
Eats.
– Customers can receive after-sales
support through in-person
interactions at the café. Any
concerns, feedback, or issues can
be addressed by the on-site staff,
providing immediate assistance.
Cost Structure
Revenue Related
– Rent for cafe space: Substantial fixed cost.
– Kitchen equipment and maintenance.
– Cost of ingredients: Relative higher variable cost, but it aligns with the value proposition.
– Labour costs for employees: Significant portion of the expenses.
– Taxes and regulatory expenses.
– Subscription costs for technology support services.
Customers are willing to pay:
– for the unique and authentic flavours of homemade Brazilian food.
– for the delivered food to their doorstep.
Customers are paying £8 for the dish of the day; survey suggests that the price can be
increased.
Payments through cash and card transactions at the counter.
Emphasis on fresh ingredients and skilled chefs suggests a commitment to delivering value
beyond cost savings.
Economies of scale: expansion.
Contribution to overall revenue:
Food (60%) and Drink (40%) Sales:
– This is the primary revenue stream, contributing most of the overall revenue.
Future Revenue from Food Delivery Services:
– It has the potential to become a substantial contributor as the delivery service expands
and gains popularity.
Revenue Generated by the Loyalty Program:
– The loyalty program contributes to customer retention
Variable pricing may include a delivery fee, and potential promotions for first-time users or
bulk orders. Subscription models for frequent customers could be explored for additional
revenue. Assignment size 1650 words
Page 3
Reflection questions A
History behind the idea for resolving the identified business problem:
The idea for resolving the issues was
involving both internal insights from
the owner and external perspectives
gathered through customer surveys.
A pivot occurred when the owner
rejected the possibility of closing to
open in a bigger space, but instead,
maintain the business and open a
second café.
Reflection:
Reflection is a deliberate process involving the contemplation, analysis, and examination of
one’s own experiences, actions, or knowledge to gain insights, learn from the past, and
inform future decisions (Blundel et al., 2021).
An action learning set is a collaborative and structured group process where individuals come
together to share experiences, solve problems, and learn from each other (Blanc et al., 2014).
It involves presenting real-world challenges, reflecting on them as a group, and collectively
generating insights and solutions. Action learning sets often follow a systematic approach to
problem-solving, emphasizing the power of collective intelligence and shared learning.
Reasons why action learning is more effective:
The core belief in the success is the acknowledgment that the café is already
well-received by customers. The identified business problem was not a lack
of popularity but rather an opportunity for better organization to enhance
profitability.
Factors of position me as the ideal person to develop this idea:
– As a Brazilian, I bring an intrinsic understanding of authentic Brazilian
cuisine and cultural nuances.
– With six years of experience in the hospitality sector, I possess the
necessary operational and managerial skills to navigate the challenges and
opportunities in the food industry.
– My experience in graphic design and marketing equips me with the skills to
develop and execute effective marketing strategies.
Source: Action Learning Centre
Assumptions:
The initial assumption was that the primary challenge was the lack of space in the existing
café, leading to the consideration of closing it and opening a larger space.
Also, introducing a delivery service would provide an additional revenue stream,
contributing to increased profits.
Testing: The owner’s perspective and plans to open a second café indicate that space
constraints were acknowledged but closing the existing café not being in consideration.
Customer surveys provide direct feedback on the interest in a delivery service. More than
90% of customers have interest in a delivery option, being 68% considering ordering weekly,
and 16% daily.
Page 4
Reflection questions B
Pitch:
Assumption Testing:
Preparing for the Pitch:
The testing was made by watching the café in busiest hours,
owner interviews (see Appendix D) and customers surveys (see
Appendix E).
Updates on BMC:
– Emphasized collaboration with suppliers for fresh ingredients, space
optimization solutions, and support in implementing the delivery service.
– Added activities related to optimizing existing space, planning, and
executing the opening of the second café, and managing the new delivery
service.
– Expanded channels to include online platforms for the delivery service.
– Added revenue from the delivery service as a new stream and adjusted
pricing strategies based on the perceived value of the service.
The updates on the BMC reflect a strategic response to market insights, a
commitment to customer satisfaction, and a proactive approach to
capitalize on emerging opportunities.
Comment on your Action Learning Set:
Advice received:
– Listen actively to understand different perspectives.
– Be more organic when doing the video, not like a robot.
– Prioritize tasks based on their impact on the overall project goals.
Advice Given:
– Provide clear and concise explanations to ensure understanding.
– Use Canvas (website) to create and edit the video.
– Use visuals to increase information given without add time of speech.
Learnings from the Experience:
– Learned the significance of concise communication.
– Adaptability
The process of testing assumptions, refining BMC, and adapting strategies based on realworld insights has been enlightening. The iterative nature of the project, from collecting data
to creating a 2-minute video pitch, has honed my decision-making skills and strategic
thinking. Through this experience, I’ve learned the art of effective communication, not just in
conveying ideas but in actively listening to the needs of the business and its stakeholders.
This comprehensive approach has not only expanded my understanding of the consultancy
process but has also underscored the importance of flexibility and adaptability in responding
to dynamic business challenges. The creation of the video pitch was a culmination of these
learnings, requiring a synthesis of data, communication skills, and a strategic mindset.
Overall, this project has been a valuable learning experience, equipping me with practical
skills applicable to real-world consulting scenarios.
Page 5
Iterative Journey:
Competitor Insight:
At first, there was no option for delivery and a small seating capacity. Closing the
current café and moving to a bigger location nearby is the suggested answer. The
owner’s interview altered the narrative by proposing collaboration for a second café
rather than closure. Lack of delivery remained valid, further validated by a customer
survey indicating over 95% interest in a delivery option, with 88% considering online
orders while still frequenting the café. The absence of technical support for pricing plans
and day-to-day operations affects productivity and profitability. Dish of the Day, the top
seller, is cheap; a small increase is suggested and confirmed by a 74.4% customer
survey. In-depth social media analysis, competitor analysis, and increased consumer
surveys are examples of recent research aimed at improving business model alignment
with market dynamics and client preferences. Since the researcher frequents Brazilian
cafés, there are no modifications to the target client base.
Direct competitors are businesses that offer similar products or services to the same target audience
(Dovetail, 2023). Direct competitors for Brazil Café in Battersea include “Bistro Brazil” (limited hours,
low satisfaction) and other London-based Brazilian restaurants with delivery options like Avenida
Brasil, Marinatto, Preto, Rodízio Brazil, and Brazilian Centre Stockwell.
Feedback from the Brief provider:
Positive feedback highlighted careful data collecting
through surveys and observations, emphasising empirical
support. The usefulness of suggested solutions was
demonstrated by the validation of assumptions and
insights into client preferences, such as a strong interest
in delivery and a readiness to pay more for the main
seller.
Efficiency was notable since the simplified approaches matched the objective of
raising profitability. It was decided that resolving technology support needs and
looking into partnerships for a second café would be effective and feasible. Most
importantly, the owner expressed gratitude for the assistance he received during the
consultation.
Indirect competitors are businesses that offer different products or services but target the same
customer needs or serve as alternatives (Dovetail, 2023). Indirect competitors encompass all Battersea
cafés and restaurants that could attract potential customers.
Analogues are businesses that operate in a similar way but cater to different customers or offer different
products or services, like food delivery platforms, catering services, and gourmet food suppliers,
sharing similarities in the food industry.
– Analysing competitors’ customer reviews (see Appendix F) and feedback provided insights into what
works well and areas for improvement in service and ambiance.
– Differentiation: Emphasizing the authenticity of Brazilian cuisine, using fresh ingredients and friendly
customer service, with good price.
Cost & Risks:
Risks:
– Delays or complications in integrating with Uber Eats may impact the timely launch of the delivery
service.
Mitigation: Engage in proactive communication with Uber Eats, establish clear timelines, and allocate
resources for a seamless integration process.
– Location selection, negotiations, and the overall setup of the second café may face unforeseen
challenges, potentially delaying the opening.
Mitigation: Conduct thorough market research for the second location, create contingency plans for
potential setbacks, and involve experienced professionals in negotiations.
– Integrating new technology from partners may face technical glitches or resistance from staff.
Mitigation: Prioritize thorough training for staff, conduct pilot tests before full implementation, and
maintain ongoing support from technology partners.
Costs:
– Uber Eats: £350 for activation, plus 15% marketplace fee on each order.
– Mezz: $18 monthly, including technical support.
– Epos Now: $39 monthly, including hardware, software, and technical support.
– Second café: Relative high value, but will depends on partnerships, location, etc.
Potential Sources:
1. Traditional Loans: Approach banks or financial institutions for a business loan, providing a
structured repayment plan.
2. Investors: Seek investors who may be interested in supporting the expansion of a successful café
with a well-defined growth strategy.
3. Grants: Explore grants offered by local government bodies or business development organizations
supporting small businesses.
Page 6
Final personal career & action plan
Continuing personal career development: reflection and action plan
Reflection of abilities developed.
Personal action planning:
My involvement in the Brazil Café project challenged me to handle
complex business aspects, which was a life-changing experience. Thinking
analytically was improved by innovating with data-driven solutions. The
procedure emphasised how important individuality is when making
decisions. All things considered, the project developed flexibility, analytical
strength, and good communication—essential abilities that will surely
advance my career.
Regular Practice: Will commit up a regular period each week to implement
project management techniques in diverse settings.
Networking: Make connections with experts in project management and
strategic leadership to grow my network.
Feedback Mechanism: Ask lecturers, co-workers and mentors for input on my
project management and strategic leadership initiatives.
Reflection: Continually evaluate how I am applying the concepts of strategic
leadership and project management, identifying areas for development and
useful reflections from practical experience.
Communication:
Strategic Leadership: Gaining strategic leadership experience is essential to
my professional advancement. This calls for higher-level decision-making, a
deeper comprehension of organisational strategy, and the capacity to match
corporate objectives with overarching visions. Timeframe: 12 months.
Month 1-3: Research and read books/articles on strategic
leadership principles and case studies.
Month 4-6: Seek mentorship from a strategic leader or executive
within the organization.
Month 7-9: Attend leadership workshops or seminars to enhance
practical skills.
Month 10-12: Apply strategic leadership principles in current role
and seek feedback for continuous improvement.
Page 7
Problem Solving:
Project Management: My professional experience and studies in aviation
management are enhanced by improving my project management abilities.
Effective project planning, execution, and closure are necessary to ensure that
projects meet organisational objectives and are completed on schedule and
within budget. Timeframe: 12 months.
Month 1-3: Apply the concepts of project management to my
current position. Determine which little initiatives in my study
would benefit from project management.
Month 4-6: Participate in project management-related webinars,
workshops, and internet resources. Check useful approaches that
can be used in the context of aviation management.
Analytical Thinking:
Month 7-9: Seek guidance from experts with project management
experience in the aviation sector. Take note of their observations
and experiences.
Month 10-12: Incorporate project management concepts into
more ambitious assignments. Get input on how I am approaching
project management and keep improving.
Page 8
References
Action Learning Centre (2023) What is action learning?, Action Learning Centre. Available at: https://www.actionlearningcentre.com/about-action-learning
(Accessed: 30 November 2023).
Asana, T. (2022) Conduct a competitive analysis (with examples) [2023] • asana, Asana. Available at: https://asana.com/resources/competitive-analysisexample (Accessed: 08 December 2023).
Blanc, S., Rimalovski, F. and Fishburne, T. (2014) Talking to humans: Success starts with understanding your customers. Giff Constable.
Bland, D. and Osterwalder, A. (2020) Testing business ideas. Frankfurt, GE: Campus.
Blank, S.G. and Dorf, B. (2012) The startup owner’s Manual: The Step-by-step guide for building a great company. Pescadero, CA, US: K & S Ranch Inc.
Blundel, R. et al. (2021) Exploring entrepreneurship. Los Angeles, US: SAGE.
Cafe Brazil (2023) Instagram Café Brazil, instagram. Available at: https://www.instagram.com/brazilcafe3 (Accessed: 08 December 2023).
Chaffey, D. (2022) SOSTAC® Marketing Plan Model Definition – what is? – digital marketing glossary, Dr Dave Chaffey : Digital Insights. Available at:
https://www.davechaffey.com/digital-marketing-glossary/sostac-marketing-planmodel/#:~:text=SOSTAC®%20has%20six%20steps,with%20Fiona%20Ellis%2DChadwick). (Accessed: 08 December 2023).
Dovetail , E. (2023) What is direct competition? overview, examples, and importance, What is Direct Competition? Overview, Examples, and Importance.
Available at: https://dovetail.com/market-research/directcompetition/#:~:text=Direct%20competition%20refers%20to%20two,your%20customers%27%20needs%20and%20goals. (Accessed: 09 December
2023).
Doyle, A. (2022) How to use the star interview response method, The Balance. Available at: https://www.thebalancemoney.com/what-is-the-star-interviewresponse-technique-2061629 (Accessed: 08 December 2023).
Epos Now (2023) Cafe epos system, Epos Now. Available at: https://www.eposnow.com/uk/systems/hospitality-pos/cafe/ (Accessed: 08 December 2023).
Get Meez (2023) Recipe & Food Costing Platform for Culinary Pros, meez. Available at: https://www.getmeez.com/ (Accessed: 08 December 2023).
Indiegogo (2022) Lights, camera, action: How to craft a compelling pitch video, Indiegogo Education Center. Available at:
https://entrepreneur.indiegogo.com/education/guide/campaign-video-creation-guide/ (Accessed: 08 December 2023).
Page 9
Martins, J. (2023) Set-and achieve-smart-er goals [2023], Asana. Available at: https://asana.com/resources/smart-goals (Accessed: 08 December 2023).
Osterwalder, A. and Pigneur, Y. (2010) Business model generation: A handbook for visionaries, game changers, and Challengers. Hoboken, US: Wiley.
Perry, E. (2022) How to make an action plan to achieve your goals and follow it, BetterUp. Available at: https://www.betterup.com/blog/how-to-make-anaction-plan-to-achieve-goals (Accessed: 08 December 2023).
Ries, E. (2020) The lean startup: How constant innovation creates radically successful businesses. London, UK: Penguin Books Ltd.
Smart Survey (2023) Online survey software and questionnaire tool, SmartSurvey. Available at: https://www.smartsurvey.co.uk/ (Accessed: 08 December
2023).
Uber Eats (2023) Become an uber eats merchant partner | uber eats, Uber Eats for Merchants. Available at: https://merchants.ubereats.com/gb/en/
(Accessed: 08 December 2023).
Page 10
APPENDIX A: Summary of Evidence of testing the MAIN assumptions
MAIN assumptions
How did I test the assumption?
Summary the results of testing.
Closure for Expansion: The first thought was
that the best way to deal with the space issue
would be to close the current café and open a
larger one.
Conducted a thorough interview with Brazil
Café’s owner. investigated the owner’s
viewpoint regarding the potential for closing
the current café to make room for expansion.
The owner shared details about the existing
location’s profitability and intends to build a
second café through partnerships.
The business owner emphasised the success
and customers of the current café in support of
her strong desire to keep it open. Rather than
closing the current site, plans were already in
place to build a second café through strategic
partnerships.
Delivery Service Profitability: The
assumption that Brazil Café’s profitability
would increase with the introduction of a
delivery service.
Conducted a survey of current clients and
examined industry trends. created a customer
survey that was distributed over social media
and in-person at the café. gathered feedback
from a wide range of clients to see whether a
delivery service would be of interest.
More than 95% of respondents said they would
be interested in a delivery service, and 88%
said they would be willing to place an online
order and still visit the café. Positive feedback
highlighted the ease of use and adaptability that
a delivery option would offer, suggesting a
strong chance of financial success.
Price Increase Acceptance: The belief that,
without adversely affecting customer
satisfaction, customers would tolerate a minor
price rise for the food of the day, which is the
main seller.
Conducted a focused survey among current
clients. Created a question centred around the
Dish of the Day, asking whether consumers are
happy with the prices as they are now and
whether they would be open to a little price
rise.
Most respondents (74.4%) thought that the
Dish of the Day offered decent portions at a
reasonable price. Positive responses to the
study indicated that consumers would be
willing to spend a little bit more for the dish’s
perceived quality, indicating that they were
receptive to a little price rise.
Page 11
Appendix B – SOSTAC analysis
Situation Analysis (S):
– Internal Analysis:
– Strengths: Authentic Brazilian cuisine, fresh and homemade food, loyal customer base, friendly service.
– Weaknesses: Lack of delivery service, space constraints, limited technological support for pricing strategies.
– External Analysis:
– Opportunities: Spread of news about the quality of food between the Brazilian population, potential for increased profitability through optimized pricing.
– Threats: Competition in the local market, potential economic factors affecting consumer spending, fluctuation price of supplies.
Objectives (O):
– Increase Profitability: Improve overall profitability by addressing the cheap pricing challenge and implementing effective pricing strategies, aiming for a 15% increase in profits within
the next fiscal year.
– Enhance Customer Convenience: Initiate delivery services through Uber Eats, targeting a 20% increase in delivery orders within the first three months.
– Expand Customer Seating: Plan the opening of a second café with a suitable location, addressing space constraints and increasing overall seating capacity.
Strategy (S):
– Positioning:
– Position Brazil Café as a Brazilian premium quality food, focusing on quality and accessible prices, with friendly and personal service.
– Target Audience:
– Emphasize the quality and authenticity of dishes to attract customers willing to have a food nostalgia.
Tactics (T):
– Digital Marketing:
– Launch targeted online campaigns to promote the new delivery service and highlight the premium quality of dishes.
– Partnership Development:
– Establish partnerships with Uber Eats for delivery services and potential locations for the second café.
– Technology Integration:
– Partner with Mezz for technological support in pricing strategies and Epos Now for seamless payment control.
Action (A):
– Digital Marketing Campaign:
– Develop a comprehensive social media campaign introducing the delivery service and showcasing premium dishes. Initiate promotions for online orders.
– Partnership Outreach:
– Explore potential locations and negotiate terms for the second café.
– Technology Implementation:
Control (C):
– KPIs:
– Track profitability metrics, including average transaction value and overall profits.
– Monitor the success of the delivery service through order volume and customer feedback.
– Assess the impact of the second café on overall customer satisfaction and profitability.
– Regularly review technology utilization, ensuring it aligns with pricing strategies and payment control needs.
– Conduct monthly reviews of KPIs and gather feedback from customers through surveys and reviews. Adjust strategies based on performance data.
Page 12
Appendix C – Social media posts
Brazilians’ influencers sharing the business “Genuine and homemade Brazilian food is emphasis in London”.
Page 13
Appendix D – Interview with the manager & owner
1. Can you provide an overview of your business (mission and values)?
–
My aim is to offer homemade, quality Brazilian food, made at the moment, fresh. In
addition, we offer more intimate customer service, with direct contact, getting to know and
maintaining a relationship with the customer.
2. Who is your target audience or customer base, and how do you currently reach and engage with
them?
–
–
Initially we start with the Brazilian population living in London. Today we focus more on
Brazilians who live in the Battersea area, who can come to the cafe regularly. Another big
target are delivery drivers, from food delivery apps, who are mostly Brazilian, and who
have found a cheap, delicious, and well-served option here.
We current engage with the customers face-to-face and via social medias.
3. What sets Brazil Cafe apart from other Brazilian coffee shops and restaurants in London?
–
Firstly, the quality of the food, which is made with quality ingredients, and everything is
prepared to order, we leave nothing pre-made. Secondly, direct service with customers, we
know many by name, we talk about different topics, we build a certain friendship with the
customer… in other restaurants there is no such relationship.
8. Can you provide an overview of your competitors in the market (Who they are in your opinion)
and how Brazil Cafe differentiates itself from them?
–
Although there are other Brazilian restaurants and cafes in London, I don’t believe I have
any competitors at the moment, as no one offers what I do in this area. Other restaurants
that offer quality food are very far away and generally expensive.
9. How do you currently advertise or market Brazil Cafe, and what channels have proven to be most
successful?
–
Social medias, like Facebook and Instagram
10. Have you considered expanding or opening additional locations for Brazil Cafe in other parts of
London or even beyond?
–
I don’t intend to close this cafe, as the area has already proven to be very good, always busy
generating profit. I’m already in the process of opening a second cafe, I’m currently
discussing possible partnerships and locations.
11. Do you have a loyalty program or any customer retention strategies in place?
–
Yes, I have a loyalty card, for every ten dishes (dish of the day) you get 1 for free.
4. How do you currently measure and track customer satisfaction?
–
As I have this intimate relationship with clients, I ask questions myself every time I serve
them.
12. Are there any potential partnerships or collaborations that you have explored or would like to
explore?
–
5. What are the main challenges or pain points you face in running the business?
–
At the moment the biggest challenges are the prices of ingredients which are super high,
which makes it difficult to maintain an affordable price for the customer and generate
profits at the same time, and also the café space, which is a small place and makes it
difficult not only due to the lack of tables for customers but also in the tight space for the
cooks to work.
Yes, as mentioned above, I am analysing some partnership options to open a second
restaurant/coffee.
13. What are the reasons behind your decision to not offer delivery services? Have you considered
the potential benefits and drawbacks of adding this service?
–
6. How do you source your coffee beans and other ingredients, and do you have any partnerships in
place?
As we are a relatively new business, I preferred to start only face-to-face, to analyse the
market and whether it was viable. Delivery company fees are also high, which made me
procrastinate the decision a little. I am currently in progress with the process of including
the delivery option.
14. In terms of customer preferences, have you noticed any trends?
–
I have partnerships with suppliers that offer Brazilian products, as well as drinks. On the
other hand, some ingredients I buy directly, like meat, which ends up being more affordable
if I go to the meat market in the early hours of the morning.
7. What is your pricing strategy, and how do you determine your menu offerings?
–
I calculate the value of the meat per dish, and put 100% profit on top.
–
Yes, pastries are always the most popular snack. But the dish of the day is definitely the
most popular, changing every day, and at an affordable price.
15. Do you have a lot of food/ingredient waste?
–
No wastage, as I buy everything fresh daily basis
Page 14
Appendix E – Survey with customers
Page 15
Page 16
Appendix F – Main competitor bad reviews
Page 17

Purchase answer to see full
attachment