Feasibility Report on DOLPHIN SEA FOOD RESTAURANT
Contents
Abstract
This project appraisal report is developed to exploit
potential investment opportunity in setting up and operating a medium sized Sea
food restaurant offering a variety of sea food items to the general
public. This pre-feasibility gives an insight into various aspects of planning,
setting up and operating a Sea food restaurant for the general populace. The
document is designed to provide relevant details (including technical,
financial and marketing) to facilitate in making the decision by providing
various technological as well as business alternatives. The document also
allows flexibility to change various project parameters to suit the needs of
the entrepreneur.
Dolphin is the name proposed for our Sea food restaurant. It
will be located into the mainstream of Gulastan – e – Jauhar near Hilltop Lawn.
Dolphin would provide to its customers a whole new experience of dine in and
take away. The Ownership of Dolphin Restaurant would be equally distributed
among the five partners. All the five owners are the students of PAF KIET,
studying business administration. The entrepreneurial skills, and an idea of
setting up a venture firm is a driving force for all the five students.50% of
the capital requirement would be sponsored by the owners, while 50% would be
debt financed, it means debt/equity ratio will be 50:50.we get loan from
Standard Chartered Bank at 13% interest rate. The total project cost will be 5,102,250
rupees only. It includesConstruction Cost, Dining and Office Furniture,
Equipment and Machinery, Advance Rent, Preliminary Expenses and Working Capital.
Dolphin restaurant
will be offer something different. We will offer different varieties and sizes
of live fish floating in tanks like Red Snapper, Pomfret, Tuna or Salmon. We
will also offer jumbo prawns, lobsters, shrimps, crabs or other sea food
products. Let the customer select the piece, then prepare it fresh and serve
whether fried, grilled or baked. We will charge premium for this. We will use
Market oriented pricing strategy. Our competitors are Aqua lounge (Zam Zama),
Kamameshi restaurant (phase 5) and Blue water (ZamZama phase 5).
There are several categories of personnel in the restaurant
business: manager, cooks, servers, dishwashers and cleaners. When Dolphin sea
food restaurant would be new, some employees' duties may cross over from one
category to another. For example, servers may also work as the cleaners. It
would be therefore important to hire people who are willing to be flexible in
their duties. For advertising and promotion of Dolphin sea food restaurant, we
used direct marketing. It’s a very specific sub-discipline with its own rules
within marketing.
The NPV of our project is 11,334,969.The IRR is 24% and the
Payback period is 3.97 years. The weighted cost of capital is 17.5%.Our
financial projections shows that it will be investable.
1. PROJECT PROFILE
1.1 Project Brief
Dolphin is the
name proposed for our Sea food restaurant. It will be located into the
mainstream of Gulastan – e – Jauharnear
Hilltop Lawn. Dolphin would provide
to its customers a whole new experience of dine in and take away. The
recommended area for the proposed business setup will be in a densely populated
middle income area (for example Gulistan-e-Jauhar, Karachi). The main reason
for such a location is the presence of target market and customer traffic which
are the prerequisites for the success of the restaurant.
1.2Rationale for investment
The Ownership of Dolphin Restaurant would be equally
distributed among the five partners. All the five owners are the students of
PAF KIET, studying business administration. The entrepreneurial skills, and an
idea of setting up a venture firm is a driving force for all the five
students.50% of the capital requirement would be sponsored by the owners, while
50% would be debt financed, it means debt/equity
ratio will be 50:50.we get loan from Standard Chartered Bank at 13%
interest rate.
1.3 Legal status of the company
Dolphin would be a privately owned company (restaurant),
owned by five partners:
1.
Salman
2.
Furqan
3.
Israr
4.
Mansoor
5.
Umair
1.4Project investment
|
.
|
|
|
.
|
|
|
Item:
|
Cost (Rs.)
|
|
|
|
Construction Cost
|
1,275,000
|
|
|
|
Dining and Office Furniture
|
542,250
|
|
|
|
Equipment and Machinery
|
999,000
|
|
|
|
Advance Rent
|
1,200,000
|
|
|
|
Preliminary Expenses
|
50,000
|
|
|
|
Working Capital
|
1,036,000
|
|
|
|
Total
|
5,102,250
|
|
|
.
|
|
|
.
|
1.5 Construction Cost
|
Details
|
% (Sq.feet)
|
Size (Sq.feet)
|
Civil works &
Décor. (Cost in Rs./Sq.feet)
|
Total Construction
Cost
|
|
Dining
|
63%
|
1250
|
700
|
875,000
|
|
Wiating
|
4%
|
80
|
700
|
56,000
|
|
Kids Play
|
3%
|
70
|
800
|
56,000
|
|
Kitchen
|
25%
|
500
|
450
|
225,000
|
|
Office
|
1.5%
|
30
|
450
|
13,500
|
|
Stores
|
3%
|
70
|
450
|
31,500
|
|
Total
|
100%
|
2000
|
3550
|
1,275,000
|
1.6 Dining and Office Furniture
|
Item Details
|
Quantity
|
Unit Price(Rs.)
|
Total Price(Rs.)
|
|
Dining Table – Square
(2X2)
|
25
|
6,000
|
150,000
|
|
Chairs (Standard 14”)
|
100
|
1,500
|
150,000
|
|
Kitchen Cutlery Set
|
2
|
2,500
|
5,000
|
|
Dining Cutlery (Plate,
Fork, Knife, Spoon, Glass)
|
150
|
150
|
22,500
|
|
Air Conditioner Split Units
(6 Ton)
|
2
|
31,000
|
62,000
|
|
Hot Water Geyser Large
|
1
|
20,000
|
20,000
|
|
Halogen Lights
|
25
|
250
|
6,250
|
|
Wall Lights (Large)
|
4
|
1,500
|
6,000
|
|
Portable Emergency Light
|
4
|
2,500
|
10,000
|
|
Generator (1.5 KVA)
|
1
|
90,000
|
90,000
|
|
Counter Chairs
|
2
|
1,500
|
3,000
|
|
Office Table & Chair Set
|
1
|
10,000
|
10,000
|
|
Waiting Chairs for Take
Away Customers
|
5
|
1,500
|
7,500
|
|
Total
|
322
|
168,400
|
542,250
|
1.7 Equipment and Machinery
|
Item Details
|
Quantity
|
Unit Price (Rs.)
|
Total Price (Rs.)
|
|
Freezers
(12 cf)
|
3
|
25,000
|
75,000
|
|
New
Broast Machine (15 Pound Capacity)
|
1
|
650,000
|
650,000
|
|
Deep
Well Frier (Single Valve With 2 Baskets)
|
2
|
40,000
|
80,000
|
|
Water
tank for different varieties and sizes of live floating fishes.
|
1
|
65,000
|
65,000
|
|
Bin
Marry Soup Container (2 Valve With Steel Cabinet)
|
1
|
50,000
|
50,000
|
|
Potato
Cutter (8mm)
|
1
|
3,000
|
3,000
|
|
Pillar
(4.5 Kg Potato Peeling Capacity)
|
1
|
6,000
|
6,000
|
|
Microwave
|
1
|
10,000
|
10,000
|
|
Working
Tables
|
2
|
20,000
|
40,000
|
|
Keg
Racks & Shelves
|
2
|
10,000
|
20,000
|
|
Total
|
15
|
-
|
999,000
|
1.8 Advance Rent
The rent for the assumed premises will be Rs. 100,000/- per
month. It is assumed that Rs. 1,200,000
will be given in advance before possession of premises. This will include 6
months deposit and 6 month advance rent. The rent would be payable on a monthly
basis and is expected to increase at the rate of 10% per annum for the
projected period.
1.9 Working Capital
It is estimated that an additional amount of approximately
Rs. 1,036,000 will be required as cash in hand to meet the working capital
requirements / contingency cash for the initial stages. The requirement is
based on the rent, utilities and salaries expenses for at least four months and
3 days raw material inventory. The following table gives the break up.
|
Item
|
4 months Cost
(Rs.)
|
|
Utilities
|
208,000
|
|
Salaries
|
258,000
|
|
Raw Material Inventory
|
70,000
|
|
Rent
|
400,000
|
|
Total
|
1,036,000
|
The provision for pre operating costs is assumed to be Rs.
50,000 which will be amortizedequally over a 5 year period.
1.10 Utilities
The following table presents the assumed breakup of
utilities on a monthly basis:
|
Utility
|
Monthly
Charges(Rs.)
|
|
Electricity
|
25,000
|
|
Water
|
2,000
|
|
Gas
|
15,000
|
|
Telephone
|
10,000
|
|
Total
|
52,000
|
As depicted above the most of the machines require
considerable gas during the preparation process. The preheating procedure of
the equipment before commencement of preparation also consumes considerable
gas. It is assumed that utilities expenses will be increased by 10% every year.
1.11 Salaries
|
Designation/Type
|
Count
|
Monthly Salary
|
Total Salary
|
|
Owner
|
1
|
-
|
-
|
|
Kitchen Supervisor
|
2
|
6,000
|
12,000
|
|
Shift Supervisor
(including reliever)
|
3
|
8,000
|
24,000
|
|
Cook
|
2
|
4,000
|
8,000
|
|
Servers
|
4
|
3,000
|
12,000
|
|
Take Away Order Taker
/ Cashier
|
1
|
6,000
|
6,000
|
|
Dishwasher
|
2
|
2,500
|
5,000
|
|
Cleaner
|
1
|
2,500
|
2,500
|
|
Guard (12 Hour)
|
1
|
6,000
|
6,000
|
|
Total
|
20
|
38,000
|
89,500
|
Considering the size of the proposed establishment it is
assumed that the any one on the owner would be managing the overall affairs of
the sea food setup initially. He will be required to process andcheck bills,
invoices, receivables management, maintain accounts, etc. for record. The owner
will also ensure safe custody of store keys.
The cashier will only be responsible for receiving payment
and handing over change while the owner would be managing the cash drawer for
control purposes. It is important to note that many food outlets tend to lose
out due to inadequate cash control by the owners especially during rush hours
where the counter staff can easily slip out one or two payments.
1.12 Land and Building Requirement
The land requirement is around 2,000 sq.ft. In Gulastan – e- Jauhar where all utilities and
facilities are properly available. It is recommended that the Dolphin outlet be
opened on the ground floor of flats or shopping mall wherein the consumer
traffic will be a maximum. The more the shop is near the main road the better
sales potential it will have.
2. Business Operations
2.1 Organization Chart
2.2 Proposed Management
There are several categories of personnel in the restaurant
business: manager, cooks, servers, dishwashers and cleaners. When Dolphin sea
food restaurant would be new, some employees' duties may cross over from one
category to another. For example, servers may also work as the cleaners. It
would be therefore important to hire people who are willing to be flexible in
their duties.
2.3 Manager / Owner
The most important employee in most restaurants is the
manager. The best candidate is a person who has already managed a restaurant or
restaurants in the area and will be familiar with local buying sources,
suppliers and methods. The manager should have leadership skills and the
ability to supervise personnel while reflecting the style and character of the
restaurant.
2.4 Chefs and cooks
At the start out, we’ll probably need three cooks - two full
time and one part time. But one lead cook may need to arrive early in the
morning to begin preparing soups, bread and other items to be served that day.
One full-time cook should work days, and the other evenings. The part-time cook
will help during peak hours, such as weekend rushes, and can work as a line
cook during slower periods, doing simple preparation. Customers will become
regulars only if they can expect the best every time they dine at Dolphin. To
provide that, we’ll hire top-notch cooks and chefs.
2.5 Servers
The servers will have the most interaction with customers,
so they need to make a favorable impression and work well under pressure,
meeting the demands of customers at several tables while maintaining a pleasant
demeanor. At the beginning the servers would also be responsible for cleaning
and mopping, but afterwards new employees would be hired in depending upon the
situation. There are two times of day for wait staff: very slow and very busy.
Schedules will be set accordingly. The lunch rush, for example, starts around
11:30 a.m. and continues until 1:30 or 2 p.m. Restaurants are often slow again
until the dinner crowd arrives around 6:30 to 7 p.m.
2.6 Receptionist
The first interaction of the customers will be with the
receptionist, who will guide them to the table. The receptionist would be a
good looking lady, and should be able to communicate in Urdu and English as
well.
2.7 Telephone Operator
Like receptionist, the telephone operator will be the first
one to communicate with the customers at the first place, in case of a order
placed by a phone call. For this job a lady would be preferred having good
communication skills.
2.8 Delivery Boy
For the purpose of delivering food at the customers door
step, a hard working delivery boy would be hired in. Someone from the local
community would be preferred for this job, as he is likely to have a good
understanding of the places nearby.
3. Current market scenario and trends
3.1 Market prospects
The Sea Food Restaurant Market is a growing industry in
Pakistan relying heavily on the changing lifestyle patterns, population growth
of the target age group and the related increase in employment of women.
3.2 Competition Analysis
The Sea-food industry is now popular in Pakistan, the source
of most of its innovation, and many major international chains are based there
like Aqua
lounge(zamzama),Kamameshi restaurant (phase 5) and Blue water (zamzama
phase 5).
The presence of multinational fast food chains like
McDonalds, KFC, Pizza Express, Pizza Hut, Subway etc. have somewhat catered to
the high income segment therefore developing a niche as upscale fast food
restaurants. Multinational corporations such as these typically modify their
menus to cater to local Pakistan tastes and most overseas outlets are owned by
native franchisees to ensure that cultural, ethnic, and community values are
taken care of.
3.3 Consumer Appeal
Modern, stream-lined convenience of the Seafood restaurant
provides a new alternative and appealed to consumers' instinct for ideas and
products associated with progress, technology and innovation.
Many consumers see multinational Sea food restaurants as
symbols of the wealth, progress and well-ordered openness of Western society
and therefore become trendy attractions in many cities around Pakistan,
particularly among younger people with more varied tastes.
3.4 The Future of the Industry
The Pakistani economy is becoming increasingly
service-oriented, and over the past several decades, the foodservice industries
that offer the highest levels of convenience have been rewarded with strong
sales growth. Many more table service restaurants, which traditionally focus on
full-service in house dining, will likely try to capture part of this market by
offering take-out, and possibly experimenting with home delivery. The value of
consumer time, as well as the demand for consistent, high-quality food
products, will continue to shape the food industry
4. Marketing Plan
We used Market-oriented pricing strategy. We
setting a price based upon analysis and research compiled from the target
market. This means that we will set prices depending on the results from the
research. For instance if the competitors like Aqua lounge and Blue water are
pricing their products at a lower price, then it's up to them to either price
their sea food items at an above price or below, depending on what the
dolphin wants to achieve .
4.2 Supply chain
4.3 Procurement of inventory
Our suppliers are frozen seafood and the aqua fish services,
they gives 20% discount for restaurants. Our raw material inventory consists of
fish meat for 3 days and Spices & Sauce for 7 days. In order to manage our inventory, we used Proper
Inventory Count Sheets,Organizing the Storage Areas,Proper General Ledger
Account Coding, and Reviewing& Verifying the Results.
4.4 Unique selling proposition
Dolphin restaurant will be offer something different. We
will offer different varieties and sizes of live fish floating in tanks like Red Snapper, Pomfret, Tuna or Salmon. We
will also offer jumbo prawns, lobsters, shrimps, crabs or other sea food
products. Let the customer select the piece, then prepare it fresh and
serve whether fried, grilled or baked. We will charge premium for this, that’s
our Unique selling proposition.
4.5 Advertising and sales promotion
For advertising and promotion of Dolphin sea food
restaurant, we used direct marketing.
It’s a very specific sub-discipline with its own rules within marketing.
Through direct marketing we target specific people by using point of sale in selected
malls like Millennium, Saima, dolmen, park tower, forum and paari mall. We will
distribute free coupons for selected items. We will also advertise our
restaurant through internet by Facebook, E-mail blast, blogs and text
messaging.
5. Policies, Laws and Regulatory Environment in the industry
The Pakistan Hotels and Restaurant Acts Act 1976 is the law
which requires the owners of all types of restaurants to register and obtain a
license with the government. The restaurant owner is required to apply to the
controller for registration of the restaurant.
Application for registration and determination of fair rates
shall be made to the controller in Form “G” together with a certificate of
medical fitness in Form “I” from a registered medical officer of the civil
hospital in respect of the staff of the restaurant. For registration of a
restaurant, the owner of the restaurant is required to conform to the standard
of health, hygiene and comfort which standards have been set out in Schedule II
of the act.
On receipt of application, the controller will carry out
inspection of the aforementioned premises and once satisfied will initiate the
registration process. Once registered the owner of the restaurant will apply to
the controller for license as per the Act which needs to be renewed on a yearly
basis for the prescribed fee.
6. SWOT Analysis
6.1 Strengths
·
High-quality food offerings that exceed
competitor’s offerings in quality, presentation, and price.
·
Strong Cash Flows.
·
Innovative range of Sea foods under one roof.
6.2 Weaknesses
·
A limited marketing budget to develop brand
awareness.
·
Lack of knowledge about our customers.
6.3 Opportunities
·
Growing market with a significant percentage of
the target market still not aware that Sea food exists.
·
Balanced menu.
·
Customer focus.
·
Increase delivery service.
6.4 Threats
·
Competition from other Sea food restaurants.
·
A slump in the economy reducing customer's
disposable income spent on eating out.
·
Increasing wage rates directly affect menu
prices.
·
Changing customer demands.
·
Rising raw material costs.
7. Financial Feasibility
7.1 Depreciation on Building & Equipment
Depreciation on Shop, Equipment, Machinery and Fixtures is assumed
to be at the rate of 10% per annum based on the diminishing balance method for
the projected period.
7.2 Account Receivables
All sales will be made strictly on cash basis. It is not
advisable to operate a Seafood restaurant on credit basis.
7.3 Miscellaneous Outlet Expenses
A monthly figure of Rs. 6,000 (200 per day) is assumed to be
incurred for miscellaneous expenses which are expected to increase at the rate
of 10% per annum for the projected period.
7.4 Financial Charges
It is assumed that long-term financing for 5 years will be
obtained in order to finance the sea food setup which would mainly include
construction & décor of Building, Purchase of machinery & equipment,
purchase of inventory etc. This facility would be required at a rate of 15% (including
1% insurance premium) per annum with 60 monthly installments over a period of
five years. The installments are assumed to be paid at the end of every month.
7.5 Taxation
The tax rate applicable to sole proprietorship is the same
as that of the salaried individual. Therefore, we are assuming that the tax
rate would be the same for the proposed fast food setup.
7.6 Cost of Capital
The cost of capital is explained in the following table:
|
Particulars
|
Rate
|
|
Required return on equity
|
20.0%
|
|
Cost of finance
|
15.0%
|
|
Weighted average cost of capital
|
17.5%
|
7.7 Owner’s Withdrawal
It is assumed that the owner with withdraw from the business
once the desired profitability is reached from the start of operations. The
amount would depend on business sustainability and availability of funds for
future growth.
7.8 Income Statement Projections
|
PROJECTED BALANCE SHEET
|
|
2013
|
2014
|
2015
|
2016
|
2017
|
|
ASSETS
|
|
|
|
|
|
|
|
CURRENT ASSETS
|
|
|
|
|
|
|
|
CASH AND BANK BALANCE
|
|
1,638,667
|
2,640,408
|
4,128,806
|
6,206,930
|
8,995,939
|
|
PREPAID RENT
|
|
1,200,000
|
1,200,000
|
1,200,000
|
1,200,000
|
1,200,000
|
|
TOTAL CURRENT ASSETS
|
|
2,838,667
|
3,840,408
|
5,328,806
|
7,406,930
|
10,195,939
|
|
FIXED ASSETS
|
|
|
||||
|
MACHINARY
|
|
899,100
|
809,190
|
728,271
|
655,444
|
589,900
|
|
SHOP
|
|
1,147,500
|
1,032,750
|
929,475
|
836,528
|
752,875
|
|
OFFICE FIXTURES
|
|
488,025
|
439,223
|
395,300
|
355,770
|
320,193
|
|
TOTAL FIXED ASSETS
|
|
2,534,625
|
2,281,163
|
2,053,046
|
1,847,742
|
1,662,967
|
|
PRELIMINARY EXPENSES
|
|
40,000
|
30,000
|
20,000
|
10,000
|
-
|
|
TOTAL ASSETS
|
|
5,413,292
|
6,151,570
|
7,401,852
|
9,264,672
|
11,858,906
|
|
OWNERS EQUITY
|
|
3,240,538
|
4,413,944
|
6,164,622
|
8,602,898
|
11,858,906
|
|
LONG TERM LIABLITY
|
|
2,172,753
|
1,737,626
|
1,237,230
|
661,774
|
-
|
|
TOTAL EQUITY AND LIABLITY
|
|
5,413,292
|
6,151,570
|
7,401,852
|
9,264,672
|
11,858,906
|
7.9 Balance Sheet Projections
7.10 Cash Flow Projections
|
|
Y0
|
Y1
|
Y2
|
Y3
|
Y4
|
Y5
|
|
OPERATING ACTIVITIES
|
|
|||||
|
NET PROFIT
|
-
|
689,413
|
1,173,406
|
1,750,678
|
2,438,276
|
3,256,008
|
|
(Add) DEPRECIATION EXPENSE
|
-
|
281,625
|
253,463
|
228,116
|
205,305
|
184,774
|
|
AMORITZATION EXPENSE
|
-
|
10,000
|
10,000
|
10,000
|
10,000
|
10,000
|
|
NET CASH FLOW FROM
OPERATIONS
|
-
|
981,038
|
1,436,868
|
1,988,794
|
2,653,581
|
3,450,782
|
|
FINANCING ACTIVITIES
|
|
|||||
|
RECEIPT OF LONG TERM DEBT
|
2,551,125
|
|
||||
|
REPAYMENT OF LONG TERM
DEBT
|
(378,372)
|
(435,127)
|
(500,396)
|
(575,456)
|
(661,774)
|
|
|
OWNER EQUITY
|
2,551,125
|
|
||||
|
NET CASH FLOW FROM
FINANCING ACTIVITIES
|
5,102,250
|
(378,372)
|
(435,127)
|
(500,396)
|
(575,456)
|
(661,774)
|
|
INVESTIONG ACTIVITIES:
|
|
|||||
|
CONSTRUCTION COST
|
(1,275,000)
|
|
||||
|
OFFICE FURNITURE
|
(542,250)
|
|
||||
|
EQUIP AND MIC
|
(999,000)
|
|
||||
|
ADVANCE RENT
|
(1,200,000)
|
|
||||
|
PRELIMINARY EXPENSES
|
(50,000)
|
|
||||
|
NET CASH FLOW FROM
INVESTING ACTIVITIES
|
(4,066,250)
|
|
-
|
-
|
-
|
-
|
|
NET CASH FLOW
|
1,036,000
|
602,667
|
1,001,741
|
1,488,398
|
2,078,125
|
2,789,008
|
|
CASH AT BEGINNING
|
-
|
1,036,000
|
1,638,667
|
2,640,408
|
4,128,806
|
6,206,930
|
|
CASH AT ENDING
|
1,036,000
|
1,638,667
|
2,640,408
|
4,128,806
|
6,206,930
|
8,995,939
|
8. Key Assumptions
|
Item(s)
|
Assumptions
|
|
Sales Increase
|
15 % per year
|
|
Increase in Cost of Raw Materials
|
10 % per year
|
|
Increase in Staff Salaries
|
10 % per year
|
|
Increase in Utilities (Electricity / Water /
Gas)
|
10 % per year
|
|
Increase in Rent
|
10 % per year
|
|
Increase in Office Expenses
|
10 % per year
|
|
Debt / Equity Ratio
|
50 : 50
|
|
Depreciation:
|
|
|
Shop Building & Fixtures
|
10 % per annum (Diminishing Balance)
|
|
Kitchenware & Machinery
|
10 % per annum (Diminishing Balance)
|
|
Furniture
|
10 % per annum (Diminishing Balance)
|
|
Equipment Annual Maintenance Cost
|
2.5% of Written Down Value
|
|
Raw Food Inventory – Fishes
|
3 Days
|
|
Raw Food Inventory – Spices & Sauce
|
7 Days
|
|
Lease Period
|
5 Years
|
|
Lease Installments
|
Monthly
|
|
Financial Charges (Lease Rate)
|
15 % per annum
|
|
Tax Rate
|
Income Tax on Salaried Individuals
|
9. Project Parameters
|
Financial Summary
|
|||||
|
Project Cost
|
Capacity
|
Human Resource
|
Equipment
|
Location
|
|
|
5,102,250
|
300 Customers per day
|
21
|
Local / American / Chinese
|
Middle Income Level Area
|
|
|
NPV
|
IRR
|
Payback Period
|
Discounted Payback period
|
Profitability Index
|
Cost of Capital (WACC)
|
|
11,334,969
|
24%
|
3.97 years
|
5.19 years
|
1.2 x
|
17.50%
|
10. MENU
DOLPHIN SEA FOOD RESTAURANT
Salad
with Smoked Salmon 120
Pasta
and Shrimp Salad 175
Prawns
Fettuccine 110
Seaport Appetizers
Prawn
Fritters
225
Prawn
Trellis
155
Coconut
Shrimp
175
Crab
bisque 180
Maryland
Crab
200
Sea Food Favorites
Tuna
Steaks525
Seafood
Rice
220
Sweet
and Sour Fish
360
Sambal
Prawns
475
Fish
Burger
250
Seafood
Pizza (regular)
550
Tuna
Salad Sandwich and Chips
250
Lobster
Salad Sandwich and Chips
350
Crab
Cake Sandwich w/Fries
450
Steamed
Steamed
Red snapper
475
Steamed
Pomfret500
Grilled
Seasonal Fish
450
Grilled
Salmon
450
Select
Fish from tank
(Fried)
520
(Steamed)
490
(with
Rice)
450
(Burger
or Sandwitch)
300
(pizza)
650
Mineral
Water
30
Coffee
100
Green
Tea
40
Soft
Drinks 50
Tea
30
Bibliography
H van Heerden, A. N. (2000). Factors
That Determine the corporate Image of South African Sea Food Restaurants.Johansburg:
SAJEMS NS.
Narul, M. s. (2010). Thai Food
in Malaysia: Diagnosing Restaurant Operators' and PatronsAcceptance Levels. International
Jouranal of Business and management, 08.
SMEDA.(2006). Pre-Feasibility
Study sea Food Restaurant. Lahore: SMEDA.
Wan Zawiyah Wan Halim, A. B.
(2005). Consumer Purchase Intention At Traditional Restaurant and Sea Food
Restaurants. ANZMAC, (p. 06). Perth.
wikipedia. (2010, July
Saturday).Barbecue. Retrieved July 10, 2010, from Wikipedia:
http;//www.google.com
Posts
1 comments:
good details.
Draw sheets
Post a Comment