The Sinner Party Company Analysis - Assignment Example

? Business Plan Sinner Party Company Executive Summary For Sydney drinking and pubs are a very essential element of the social fabric (Rawlings-Way, 2010); weather it is after a long day at work, taking time off the beach or just for an entertaining time in the town. The Sinner Party Company is a nightclub that offers private party packages to their clients in the venue of their choice. Company provides live music, professionally trained bar tenders, a basic bar and theme-based menus and decor, in a wholesome affordable package. Sydney has a very active nightlife but most bars located near the Harbour area are expensive and crowded, clients are frequently confronted with unpleasant strangers who have had too much to drink and noisily beeping poker machines. Sinner Party Company would provide their clients with the freedom to choose a private bar service at their own venue, a bar in premises provided by the company, bar supplies, a menu of their preference and even their own guest list, so client has absolutely nothing to worry about except having a good time. The unique offering of the company is that they are licensed to provide sales and service on a mobile basis across Sydney, thus Sinner Party Company can set up a shop at venues that do not hold a liquor license such as the client’s homes. The company would provide bar services for weddings, corporate or private parties. The company is a dedicated project of two enterprising state-licensed individuals who have had more than 10 years of experience in the industry, a team of professionally trained bar tenders, a dedicated creative team. From professional services, wide selection of menu items, themed parties, to exceptional decor and music SPC can customize any soiree to the needs of their client and give them a memorable event. The company requires financial assistance from bank (s) which would be payable over a period of 10 years as the business prospers. Table of Contents Business Plan 1 Sinner Party Company 1 Executive Summary 2 Table of Contents 2 1.Background 4 1.1.Mission Statement 4 1.2.Company History 4 1.3.Business Goals of the Firm 5 2.Marketing 6 2.1.Market Research 6 2.2.Market Analysis 6 2.3.Industry Trends 6 2.4.Seasonal Variations 7 2.5.Competition 8 3.SWOT Analysis 9 4.Marketing Mix 10 5.Operations and Production 12 5.1.Licensing Requirements for a business in Sydney 12 Certificate of Registration of a Club 12 Club Licence (Liquor) 12 Food Standards Code 12 APRA Licence - Recorded Music for Dance Use in Nightclubs 12 Approval to Connect a Private Drain or Sewer with a Public Drain or Sewer 12 Approval to Dispose of Waste into a Public Sewer 12 Australian Business Number Registration (ABN) 12 Compliance Certificate 12 Employer Requirements - Superannuation Guarantee 12 Fair Work Information Statement 12 Final Fire Safety Certificate 12 National Business Name Registration 12 Notification of a Food Business 12 Occupation Certificate 12 5.2.Obtaining a Liquor license 12 5.3.Organizational Chart 13 5.4.Plant and Equipment 14 6.Financial Forecasting 15 6.1.Forecasting Profitability 15 6.2.Forecasting Assets, Financing Requirements and Cahs Flows 17 6.3.Labour Costs 20 7.Time Line for SPC 21 8.Life Cycle of Business 22 9.References 23 Appendix 25 1. Background Since colonisation the pub has been an integral part of the Australian culture, for both social and economic reasons (Kirkby, 1997). Kirkby (1997, p. 19) further writes that pub keeping had a central role in colonisation because it provided a place to stay, eat and socialize to travellers and outlying settlers, and eventually became the centres of towns and an essential part of European identity. Since 1990s there was a gradual liberalisation of pubs and nightclubs in Australia because: firstly the pub hours increased and second there was massive expansion in NSW and Victoria where the regulatory requirement of accompanying food with drinks was abandoned (Blocker et al., 2003). Sydney is the financial hub of Australia; it is the home to most major banks and multinational corporations and contributes to about one-fourth of the country’s economic activity (Rawlings-Way, 2010). 1.1. Mission Statement Sinner Party Company aims to create memorable events for their clients by exceeding their expectations with superior service and creative presentation. The company strives to maintain a strong relationship with their clients and society by: Emphasizing on quality over convenience in their services and event management Utilizing all possible resources to customize events according to the needs of the client a vision to expand or business country-wide while making a positive contribution to the communities we operate in and Having a sound business strategy of ethical conduct and a dedicated drive to grow in terms of market share and financial sustainability. 1.2. Company History The Sinner Party Company is a Sydney-based bar service and event Management Company. SPC was founded in 2013 as a dream project of Tracy Diep & Nguyen Sinh Le. Although the name Sinner party company may be new to the industry, they are state-licensed entrepreneurs that have been associated with the hospitality industry for several years. Diep and Sinh Li upon graduating business school wanted to provide superior bar services that are exclusive yet affordable. The company opened their first office near Sydney Harbour area, where they are easily accessible to the masses. The company also maintains an interactive corporate website that enables the clients to book appointments online and through phone. SPC’s creative and professional team takes care of every minor detail in the event so their client can have the memorable event that they deserve. From weddings, corporate events to intimate parties with friends and their families, SPC takes care of their clients’ needs while keeping their prices competitive and quality superior. 1.3. Business Goals of the Firm To build a service-based company that aims to exceed customer expectations by providing superior service and building long term relationships Try to increase the client base through word-of-mouth and public relations by 20% each year for the first three years. Design a sustainable start-up business through ethical business practices, giving back to the community and investing in our human resources. Invest continually in the business and expanding country-wide, while maintaining efficient cash-flows that keep employees and management satisfied. 2. Marketing 2.1. Market Research SPC understand that starting a new business involves a lot of risk and investment, for this reason it is mandatory that market research is done before entering into any risky endeavours. Conducting a market research would enable the Sinner Party Company to make smart decisions about the needs of the market and interpret them into their service offerings. Our market research addressed the following questions: How do potential clients perceive the benefits of having a private bar service as opposed to a public bar to hold their events? If the clients could operate their own bar service, what ideal benefits would they include? How much price is the client willing to pay for a private bar service that can be customized to their preferences? 2.2. Market Analysis The market analysis would help us in determining the most profitable segment that SPC would like to target. The market analysis would help us determine the competition, consumption patterns, demographics and psychographic classifications of the target audience. 2.3. Industry Trends Australia has a very active nightlife, not just for the locals but also for the tourists that visit the country throughout the year. Bars, nightclubs and dance parties are one of the most popular attractions of the country. Blocker et al. mentions that there has been increasing popularity of imported beers and wines as compared to local brews. Furthermore there has been a steady decline in beer consumption in favour of wines and more refined settings. The common themes and layouts are the traditional one with jukeboxes and gaming choices for the layman and there is also an increased demand for traditional Irish pub layouts. Another change observed over the years is that five-star restaurants have also jumped on the bandwagon, providing bar and wine services in elegant settings and huge lounges. The distinct advantage of a bar services company is that the setting, layout and drinks menu can be altered according to the needs of the client from whichever layout they choose. 2.4. Seasonal Variations Te Post-Olympic Sydney is very different from the Sydney of the 70s which was under pressure from their old British ties. The Sydney of today is a multi-cultural centre that boasts art, music, architecture; and contemporary designs. Sydney is one of the fewer cities of the world that boasts wonderful weather throughout the year. Sydney also has a large influx of tourists that are visiting the city throughout the year. Our focus is mainly on the residents of the city but due to the huge influx of tourists in summer (June-July) and New Year’s there is greater demand for private functions and parties as well. Rawlings-Way (2010. P. 16) writes that the busiest time of the year for Sydney is the New Year’s when the accommodation for tourists is fully-packed, the temperature is pretty high this time around the year but the fireworks on the New Year’s Eve at the Sydney Harbour are worth every second and penny. In Sydney some bars are open throughout the day but commonly the highest traffic is observed after 10 PM with peak time close to midnight. For private parties, the client dictates the timings of the events but generally the timing is pretty much similar to that of public bars. Furthermore all of our clients are above 18, as required by law so most of them are working, studying or travelling during weekdays, thus majority of our orders to manage private events are expected to be over the weekends. 2.5. Competition Unlike traditional bars and nightclubs which depend extensively on their location and traffic, a private bar service businesses do not. Since we have private clients that choose the venue and guest list themselves, we are not a direct competition to bars and nightlife in the Harbour area. Since customization and themed parties are a growing trend, although initially we have lesser competition, it is very likely to increase over the years. Some competitors that already exist in the market are: Mondo Bartenders Kubarz Beverage Catering Mobile Bars Sydney Through our market research the team of SPC found three commonalities between teh most popular nightclubs and pubs in Sydney, these are: the ambiance, modern interiors and affordability. However, the limitation to all of these bars was accessibility and availability. SPC is a service oriented business that would take the party to the customer and if needed they can also provide a location which is very central and accessible to our clients. The Sydney consumers are seeking peace of mid where they do not need to interact with unpleasant strangers who have had too much to drink, they would like to enjoy a party without the need to clean up afterwards SPC address both these needs. Thus our marketing strategy is to highlight both these competitive advantages along with SPC’s ability to provide tasteful menu, large selection of cocktails and customized ambiance. However, we can only create this brand image as focusing more on the adult-crowd and not on families. Furthermore our licensing requirement as a provider for liquor restricts our target audience to above 18. 3. SWOT Analysis Strengths 1. Unique business proposition, because majority of businesses are bars and nightclub confined to a location, we take the party to the client. 2. Ability to customize and plan theme events. 3. Well-trained staff and bar tending services. 4. Strategic alliances with our wine and beer suppliers, which enable us to keep costs down on our menus Weakness 1. New business and unique idea, people need to have a high level of trust to let someone organize major events. 2. High operating costs, due to the need for customization we need to rent a large storage facility outside of the city. Our office has a conference hall to provide venues to clients that do not have their own, we need to pay rent on it weather it is used or not. 3. Very person-oriented, we rely greatly on the service skills of our design team as well as our bar tenders, they are the face of the company. Opportunities 1. By focusing more on corporate clients, we can build on forming long-term and more frequent business. 2. Obtaining licenses in other cities like Melbourne and Canberra would enable us to expand our business. 3. Holding College student parties can also be a long-term investment because the cost of acquisition is lower and they have more potential to continue to work with us as they enter the professional environment and have more disposable incomes. Threats 1. Liquor licensing is very vulnerable business; we need to be accountable and responsible. 2. Major restaurants with established names can also enter the businesses that already have established names in the hospitality industry. 4. Marketing Mix Source: Kotler, P. 2000."Marketing Management", Prentice Hall Product: Our company offers professional bar and event management services to our clients in Sydney Australia. The owners are licensed to provide mobile bar services to clients for weddings, birthdays, personal and corporate events. Price: The company strives to keep the prices competitive and affordable without compromising quality. The company charges per head cost and also provides packages for customers with varying budgets and service requirements. Place: Presently we cater to only the clients holding events in the city of Sydney. We can provide professional bar services in the privacy of their homes, office location or any location of their choice. We can also rent our own office conference hall for clients that wish to hold their events there. Presently we have outsourced our food menu and music arrangements to our trusted suppliers, so booking at least a week in advance would be a preferred choice for our business. Promotion As a start-up business we have a very limited promotional budget. The company mainly strives to create awareness through testimonials and word of mouth. We also have a corporate website and presence on social media. The company frequently interacts with the clients and potential clients by posting pictures and testimonials of the events that the company has managed. In the long run we hope to advertise through television and print media. 5. Operations and Production Our bar services are centred on our clients, we stress on providing superior and affordable services to them. The service provided by a bar or a pub is a type of counter service, where the client interacts with a service provider over a counter (Ninemeier, 2003). 5.1. Licensing Requirements for a business in Sydney As a start-up business in Australia, Sinner Party Company would be subjected to a lot of law that govern the commerce of the city. The businesses in Sydney are governed by Australian Laws as well as laws specific to the New South Wales. The SPC will properly register their business and provide all necessary documentation to the NSW Business License System prior to investing any huge sums of money in the business. According to the official website of Australian Business License and Information service, the following licenses may be required for our business: Certificate of Registration of a Club Club Licence (Liquor) Food Standards Code APRA Licence - Recorded Music for Dance Use in Nightclubs Approval to Connect a Private Drain or Sewer with a Public Drain or Sewer Approval to Dispose of Waste into a Public Sewer Australian Business Number Registration (ABN) Compliance Certificate Employer Requirements - Superannuation Guarantee Fair Work Information Statement Final Fire Safety Certificate National Business Name Registration Notification of a Food Business Occupation Certificate 5.2. Obtaining a Liquor license The sale of alcohol is an essential element of bar business, furthermore alcohol is a profitable commodity and is lesser labour costs as compared to other forms of catering services. But selling alcohol requires greater accountability and responsibility too, therefore business engaged in the selling of alcohol require a license. Requirements of a license vary by states and even cities but nearly all abide by the laws laid out by Liquor License Act of 1887, the businesses selling liquor without a license would be held accountable to law (Supreme Court of New Brunswick, 1897). Thus obtaining a liquor license is the first step that needs to be taken in opening Sinner Party Company, without it no company can do business in Australia. We chose the location of Harbour area because it is a suitable place to open a business and mostly has adult traffic, which is important while applying for a license. 5.3. Organizational Chart Sinner Party Company is a Sydney-based company that is located in the heart of the city in Sussex Street. We are a licensed bar-service provider company that caters to tha adult-crowd of 18 years or older. Our management team has a combined industry experience of more than 30 years; the owners are professionals with experience in business management, marketing, finance and new venture management. SPC will start off as a private company that is under ownership and management of the founders Tracy Diep and Sinh Li. Tracy is the general manager for the company and Sinh Li is the Public Relations Manager, they have also employed Robert Gates and the operations manager. Tracy oversees the overall operations of the business while Li is accountable for managing external relations and developing strategies for promoting the business. Mr. Gates has over 15 years of experience as operations manager for a catering company and for SPC he is responsible for the operational side of the business. Presently company employees only 10 people and two external suppliers, over time our team is expected to grow. The company has also designed a personnel plan, presently we have a 5 member full-time staff and 2 part-time employees. Together they contribute 300+ hours per week and are given a per hour wage rate. The service professional are also awarded tips by the clients which are not part of their payroll. The pay rate for skilled bar-tenders is higher and their pay rate for weekends is higher too. 5.4. Plant and Equipment Plant and Equipment for Bar Services       Office Premises   Office Furniture   Office Supplies   Conference room Furniture   Light and Fixtures   Stationary   Warehouse Premises   Plates and Dishes   Wine Glasses   Beer Mugs   Cocktail Glasses   Serving Trays   Off-site Locations   Tables and Chairs   Cooling and Heating Equipment   Lighting, Laser, Smoke Machines, Lamps   Bar supplies   Fire Extinguishers 6. Financial Forecasting According to Moore et al. (2006), one of the most challenging tasks for a new company that is preparing a business plan, is to figure out financial statements. For a existing business, they have historical data to rely on so can predict or expect how much the overheads would be, how much cash flow would be required and how much to expect in sales revenues, but in case of a new business all of these elements are a mystery. However all is not lost, by looking at the industry performance we can make a rough estimate of things are likely to turn out for a particular business. 6.1. Forecasting Profitability Profits are a reward for taking up the initiative of Sinner Party Company for the entrepreneurs; they will also determine future growth and investments into the business. Thus it is important to determine the factors that would drive our profits: Amount of Sales: the amount of sales would be a representation of the number of sales per contract SPC is likely to expect, it could be determined by the cost of the service times the number of guests for a single event. The total turnover would be determined by adding up all the events. Cost of Goods sold and Operating Expenses: This would include four elements of: Actual cost of the service SPC is providing Cost of marketing and distribution Administrative Expenses Depreciation Expenses These are only the fixed expenses that are considered and not the variable ones which would vary with the amount of services provided. Interest Expense: Since the company is partially funded on the basis of loan borrowed by the bank, SPC would be accountable for interest payable on the borrowed amount each year. For the first year PSC expects to pay $8000 and $12000 for the next year. Taxes: All business that are operating in Sydney are accountable to pay income tax to the Australian government. The taxable income for SPC would be 25% of earning before tax. It will take more than a year for SPC’s profits to gain noticeable strength, on the basis of our cost and industry analysis the SPC team can make a rough estimate of profits to expect each month. SPC expects to be in business from the 1st of June 2013, on the basis of estimates we expect an event over the weekend and a peak season towards Halloween, Christmas and New Year’s. Month No. of events No. of Guests Sales Jun-13 8 20 160 Jul-13 10 30 300 Aug-13 8 20 160 Sep-13 8 35 280 Oct-13 12 35 420 Nov-13 10 30 300 Dec-13 20 50 1000 Based on our assumptions, SPC is expected to suffer a loss for the first year, and gradually this loss will decrease as the costs asspciated with fixed cost and reduced. The company s expected to start generating a profit in the next 3-5 years. 6.2. Forecasting Assets, Financing Requirements and Cahs Flows Since this is a service-based business and is not very technology-intensive, there would be only limited investment in terms of assets. In order to effectively budget the potential expenses for assets and other associated costs, SPC will ensure that only the expenses that are absolutely necessary are incurred. At this point in time our strategy would be to “minimize and control” rather than “maximize and own” (Moore et al., 2006 ). By this we mean that SPC will lease facillities for warehousing and office space instead of buying them and have contract with our suppliers to provide us with invetory just-in-time instead of creating huge invetory storage. This “boot-strapping strategy” is very essential to excerise cost-control over the first few years of the business. Type of Expense Low-End Estimate High-End Estimate Rent (security deposit & first month) $3,000 $12,000 Leasehold improvements (heating/air conditioning, electrical, plumbing, painting, carpentry, kitchen upgrade, restroom upgrade, flooring, smoke detectors) $25,000 $150,000 Interior Design and Refurbishing (including tables, chairs) $15,000 $45,000 Equipment/Fixtures (audio/lighting lease payment, DJ sound system, bar equipment, lasers, smoke machines, stage sets, mirror objects, other equipment) $35,000 $125,000 Kitchen Equipment (draft dispenser, microbrew equipment, commercial kitchen, hand sinks, concession equipment, etc.) $10,000 $40,000 Cash Reserves $50,000 $150,000 Signage (exterior, exit signs, etc.) $5,000 $15,000 Legal Fees, Licenses and Permits $18,000 $40,000 Point of Sales systems (including merchant accounts, credit card terminals, etc.) $10,000 $35,000 Fire Fighting Enterprises (fire sprinkler systems, fire alarm, fire extinguishers, etc.) $15,000 $30,000 Beginning Inventory (bar supplies, food) $15,000 $40,000 Opening Salaries Deposits $15,000 $50,000 Insurance $500 $4,000 Grand Opening Marketing $1,000 $25,000 Other Expenses Add 10% of total Add 10% of total       TOTAL START-UP EXPENSE $239,250 $837,100 SPC created a rough estimate of costs and income, the company has made projections for the first five years of the business and has cushion to deal with abruptions in the first two years as the costs may be higher than projected and the number of sales and contract may be lower. Furthermore, we have also assumed that the supplier prices are constant and have not put in the factor of the role of competition so the reality may be more challenging than predicted here. Income Statement Forecast June 2013- May 2014 Income   Gross Sales 346,400 Less Chargebacks/Discounts -1,000 Net Sales 345,400     Cost of Goods   Merchandise Inventory, January 1 160,000 Purchases 90,000 Freight Charges 2,000 Total Merchandise Handled 252,000 Less Inventory, December 31 100,000 Cost of Goods Sold 152,000 Gross Profit 193,400 Interest Income 500 Total Income 193,900 Expenses   Salaries 68,250 Utilities 5,800 Rent 23,000 Office Supplies 2,250 Insurance 3,900 Advertising/P.R. 8,650 Telephone 2,700 Travel and Entertainment 2,550 Dues and Subscriptions 1,100 Interest Paid 2,140 Repairs and Maintenance 1,250 Taxes and Licenses 11,700 Total Expenses 133,290 Net Income $60,110 The financial forecast will also include a cash flow statement. Sinner Party Company expects that for the first few months the cash flow will be negative because we would be spending more money than the money that is coming in. It is pretty standard for a start-up business as they do not have that many clients at the time of launching. In order to manage the negative cash flows for the at least the first eight months the company aims to keep cash aside in the company account while we strive to spread the word and create publicity for our business. 6.3. Labour Costs In the Bar Service business, the expenses associated with labour are expected to be very volatile. Unlike a nightclub or a bar with fixed shifts and employees, a bar business depends a great deal on the number and size of events we are expected to organize. For this very reason forecasting labour is very unpredictable, and puts a lot of uncertainty in budgeting and cash flow forecasting. For instance a birthday on a weekend may require three employees but a large corporate dinner the same weekend may require up to 15, which would vary even more with the theme and type of menu a client chooses. In order to avoid the high degree of uncertainty due to the cost of labour, SPC has divided labour costs into direct labour costs and task labour costs. The task labour costs would be project based and hence variable. 7. Time Line for SPC Activity Estimated Date End Date Apply for License 13.1.13 14.1.13 Apply for Patents 15.1.13 16.1.13 Do market Research 1.2.13 3.4.13 Develop Business Plan 4.4.13 12.4.13 Apply for Loans 12.4.13 12.4.14 Design Company Website/Register Domain 13.4.13 20.4.13 Rent an Office Premises 3.5.13 11.5.13 Rent a Warehouse Premises 3.5.13 11.5.13 Purchase Equipment 15.5.13 30.5.13 Look for Supplier (Liquor) 15.5.13 15.5.13 Look for Supplier (Catering) 15.5.13 15.5.13 Design Contract for Suppliers 15.5.13 15.5.13 Hire Office Staff and Bar Tenders 20.5.13 28.5.13 Soft Launch 1.6.13 1.6.13 Full Launch Party 1.7.13 1.7.13           Designing a business timeline is very important; it would help SPC to manage the start-up of the business. By assigning time limits, SPC would be able to keep track of activities and determine whether they are on track to reaching our goals and keep our costs under control. This cart does not depict the persons accountable for each task because by the time this would be executed only the owners of the business would be in-charge but they would give a sketch to communicate the goals. Furthermore some elements such as applying for licenses, patents and loans only depict the time it would take to apply and does not suggest how long it would take for the applications to get approved because that part is not controllable by the management. The company website has already been developed in-house but the domain name needs to be registered, it is expected to be a very vital point of contact and means of publicity for the company. The chart also mentions a soft launch, we expect by the first of June the SPC would be fully in business but at this point in time we would not be able to attract too many clients through advertising or public relations. However close to the end of the month, we expect some cash-flow as well as some publicity through word of mouth and social media. 8. Life Cycle of Business Source: Spencer, T. (2009). http://www.tomspencer.com.au/2009/01/25/product-life-cycle-model This is the start-up stage of the business, where SPC will be a registered entity; we will have a small staff and a relatively flat hierarchy. In the introduction stage, SPC expects low volume in sales as well as negative profits. There is significant overhead and one-time cost of equipment which would slash our profits. The company will keep marketing costs to a minimum by promoting only through soft launch, public relations and social media. At this point in time we would be considering a soft-launch, most of the clients at this stage are early-adopters or people we know through personal contacts. The growth stage will emerge as SPC will start to take off and would start making our profits. It would indicate that the company will have some presence in the market and competition is expected to emerge. SPC will start making profits at this stage and will strive to increase market share. For both these reasons the company might be considering expanding, seeking additional funding and hiring more employees. With employing additional people, a relatively formal hierarchy might emerge. There will also be an increase in profit because fixed costs will decrease. Although the company is expected to make profits at this stage, it is not essential that the company would also have positive cash flows. Due to the increase in demand for the product other competition would be attracted to the market as well, so the company would need to look up additional sources for funding to expand operations and meet the higher demand. Maturity stage will signify the emergence of even more competition that will try to steal our market share. At this stage SPC will strive for product differentiation and retaining customer loyalty. Ideally this is the epitome were SPC would try to retain itself because the only place we can go from here is down. At this stage innovation is the key; because if SPC remains static it may lose share. Furthermore, company may seek outside assistance in funding or finance innovation through own profits. It is generally predicted that the bar business has a short life cycle span, the same cannot be said for a bar service company though. But a time will come that the share of company profits would decline at this would be the decline stage as the market becomes saturated. At this stage SPC will strive to retain profitable services and discontinue unprofitable businesses. 9. References Blocker, J.S, Jr., Fahey, D.M. and Tyrrell, I.R. 2003. Alcohol and temperance in modern history: an international encyclopaedia, Volume 1. Santa Barbra CA .ABC-CLIO, Carlos W. Moore, C.W, Palich, L.E. and Petty, J.W. 2006. Small Business Management wi th Infotrac: An Entrepreneurial Emphasis. Volume 1 of Small Business Management: An Entrepreneurial Emphasis, Small Business Management: An Entrepreneurial Emphasis. Edition 13. Mason OH: Cengage Learning, Describe your Business. Australian Business License Information Service. 2013. Retrieved April 26, 2013 from Kirkby, D. 1997. Barmaids: A History of Women's Work in Pubs Studies in Australian History Melbourne : Cambridge University Press New Brunswick. Supreme Court. 1897. Reports of Cases: Determined in the Supreme Court of New Brunswick, Volume 33. Carswell. P635 Ninemeier, J.D. Schmidgall, R.S. and Hayes, D.K. 2003. Restaurant Financial Basics. Melbourne: John Wiley & Sons  Philip Kotler, "Marketing Management", Prentice Hall, Millennium Edition, 2000 Rawlings-Way, C. 2010. Sydney- City Guide Series. Edition 9. London: Lonely Planet Appendix Company Office Sinner Party Company Levels 20 & 21, Tower 2 Darling Park, 201 Sussex Street, Sydney, NSW 2000 Tel:+61 2 9006 1000 Fax:+61 2 9006 1010 Source: http://www.prixreseller.com/contact/ Read More