Welcome to

Division of AL ENTERPRISE.

Introduction

A L ENTERPRISE (Party Cruisers Pvt. Ltd.) has been in the industry for more than 16 fruitful years. Mr. Zuzer Lucknowala, Managing Director of Party Cruisers Pvt. Ltd. is a highly motivated individual with a great understanding of the events and hospitality & catering business. Having graduated from the prestigious Dadar Catering College, Zuzer started off with his outdoor catering unit. Soon he was joined by his talented wife Mrs. Rachana Lucknowala, who also graduated from Dadar Catering College, to accelerate further growth by diversifying into the event management field and thus the emergence of A L ENTERPRISE.

A Theme Banquet Lounge Of Fusion

DIO’S theme banquet lounge is a blend of gold, lime green, fusia pink and chocolate brown colours. A fusion of stimulating shades; French windows that overlook a beautiful skyline; an open-air terrace for moonlit theme, all of it merges to create an unforgettable party ambience.

Other Divisions of AL Enterprise

Corporate Impression Management

Event Factory is the flagship company of 'Party Cruisers Pvt. Ltd.' Dedicated to Corporate Event Management, where magical multimedia production enthralls & mesmerizes huge audiences... And we are the magicians, The Event Managers!!!

The Wedding Planning Company

Vivaah explores all the elements that make weddings so special & different. By tracing the romantic history of weddings from colonial times to the present suggesting ways to create a Signature Wedding.

Concept note for The Wedding Café.

The wedding café is first of its kind in INDIA

The main concept of the wedding café is to create an Exclusive ONE STOP SHOP for all your wedding needs.

Wedding Café will be the first and final destination for brides and bride groom seeking exquisite resources. Making your special moment an unforgettable celebration, we at the wedding Café provide personalized and innovative wedding services. Embark on a new journey together in style and leave all your worries behind.

We at wedding café will have 4 mini stores for the most basic requirement of your wedding.

Brides-to-be are very special guests at Spa So slip into a fluffy bath robe, take a well deserved break from all the planning in our fully-appointed lounge

Groom yourself at the salon and get your best look for the day.

Jewellery forms a very important part of the overall attire of an Indian bride. In fact, the bridal look is believed to be incomplete unless the bride wears each and every piece of the jewelry meant for her.

Wedding is an elaborate affair in India, comprising of a large number of rituals, customs and traditions. Our Designer will Design Exclusive Outfit for all your Functions.

Empanelled Support Vendors

The Wedding Cafe is also the answer for wedding vendors preparing to expand their business, whether they are looking for a place to meet their new clientele or simply looking for a great starting point to establish their company.

With more than 50 categories for the wedding vendors we have the entire top to bottom requirements covered under one roof.

We will see to it that all the requirements are tailored keeping all your important factors like budget and taste in mind.

Some of the major vendor category:

• Wedding planners/ Destination Wedding

• Party planners

• Decorators

• Trousseau planners

• Invitation cards

• Return gift

• Specialist honeymoon travel agents

• Hotel specializing in honeymoon packages

• Wedding Planning Company

A Café and Lounge

The café and lounge will also be the focused area of the wedding café.

• Serving European Cuisines.

• Perfect place for Wine and Dine.

• Perfect place to spend time with your loved one

• Perfect place to invite your Clients.

• Wi fi facilities.

Marketing Ideas for The Wedding Café:

• Create theme nights for weekends..

• Flea market concept for Sunday's

• Special events for special days

• Workshop on things related to wedding

• Single’s night

• Launches of new products

• Social networking site for regular updates.

• Right target audience.

Target Audience/Market For The Wedding Café.

• People planning to get married.

• NRI looking to marry in India

• People planning to have weddings outside Mumbai

• High Society People who want lavish weddings.

• Theme Wedding.

• People who believe in one stop shopping.

Executive SummaryOur parent company A L ENTERPRISE(PCPL) has 3 divisions and well established over the past 15years handling various Event, Media, F&B venturistic business with strong financial background and sound management skills. We have devised our selves for an expansion in this segment

Situation AnalysisWe have projected ourselves in the near future to expand in the same diameter with a target unit of 05 for the current financial year 2010 - 2011.We are sure to achieve it as we are expertise from the same and related industry.

Portfolio Summary

Market SummaryOur target cliental is niche and classy . Our skillful service adds to our classification of outsourced agency’s that is a Creative Marketing Agency and a PR company always create a buzz in the market. This is a route adopted for successful market analysis and implementation

Market DemographicsOur ventures are adaptable to Demographical locations and strategy implantation according to its surrounding, people, culture and financial credibility. As we know our target cliental, we work around the same graph for cultivation, growth and harvesting of market potential.

Market NeedsOur concepts are of specialized nature and first hand knowledge of their value. We know how effectively to promote and sell it according to market supply demand ratio.

Market TrendsOne notable trend in this industry is increased deregulation. Deregulation has increased competition and the need for differentiation. We follow the same market trend and believe in the Principle “Guest is God” so whatever he needs we have created alongside his trends.

Strength• Management: Our management has been derived from the best of the segments of the industry that has experience, valuable network connection, brand building sense and to contribute to the revenue graph.• Location: Our selected location with a pre-size mind frame of the products we have and their niche market are in itself the best-seller . These geographic features will always be the potential point of sale.• Public Relation: As a product we are fully derived in our segment and added to this we have a PR agency working round the clock for our listings, features in various Magazines, Prints and Electronic Media.• Experienced Staff: All our team members are experienced with over 10 years of experience from the industry and have a proven track record. Moreover they are willing to sacrifice extra time and effort to build a successful business along with the manageable benefit derived from succeeding in an independent endeavor.

SWOT Analysis

WeaknessIts a seasonal business and has a very competitive market.Opportunity In spite of its weakness the skill ,our ability, our focus and our dedication helps us grow in this business.ThreatThe Threat is mainly from the local competitors who don’t provide professional services nor is their final product of the calibre and class that our company prides itself on. This sometimes makes their product cheaper than ours. However good marketing, branding & positioning will ensure business from like minded people.

Market Research (overview)

Mission• To make The Wedding café a complete one stop shop for all wedding requirement.

• To be the first one to capture the market with this unique concept.

• To come up with more similar ventures in the coming financial year.

Objectives• To start a venture in which investors can recover the break even cost within 2 to 3 operational years.

• To create a good brand image with quality service to our audience.

Marketing objective and Strategies Marketing objective is to create a cone and strategies is to fill the cone with ice cream to eat for the ultimate customer who will help us to keep on making more and more objectives and strategies depending on his or her taste. The overall view says it has to be customer made.

Macro Environment:• Disposable income in high but leisure time is limited and catered by other responsibilities and recreation options.• Due to good economy this industry is growing. Population segments have different needs and wants. This requires effective target marketing.• To threaten the technological and traditional advances requires greater knowledge and sophistication in the industry.

Marketing Objectives:

• Achieve an annual growth of 15% min and maximum the sky is the limit.• To become a Hotspot in the locality.• To create a more customized model of service.• Achieve positive net worth by a year or two.• Targeting consumer group that meets our target profile in demographic sense.• Rationalize the flow of industry into revenue generation module.• Pricing should be just 15% higher or equal to the closest competitor as we have a different type of product in the market.• Positioning as premium company with filled enthusiasm, adventure, exceptional service model and value for money place.

Marketing strategies

Media Campaign: Pre & Post Launch of the office and also at regular intervals during the operational year. Strategic Alliance Development: Special Corporate packages are designed and marketed to gain corporate accounts for a long term business, as well as alliances with banquets venues & hotels around the local area. Grand Opening Promotion: Various activities are conducted during this period of Pre & Post opening by our In-house event company.(OPTIONAL) Website: Website and local cable TV promotion are also carried out as a part of awareness and promotion.Other strategies: Various other TRIED & TESTED marketing plans will be used to help generate enquiries.

Assumptions

“A good assumption is like a Nurse who knows how to tape a vein - when you hit the sweet spot its flows.”

Assumption is believing in yourself with Innovative sense, Glamour Pin Ball effect, Credibility Laws and atmosphere visualization which is very well taken care at A L ENTERPRISE(PCPL). As every new brand survival or death depends on its assumption of market response sense. We at A L ENTERPRISE(PCPL) have taken it with care, very delicately as the experience for past years have made us operate on a proper, stable, surviving and successful business line.

Important Assumptions

The financial plan depends on important assumptions, most of which are reflected in the financial statements that follow. We have been cautious with our projections, and incorporate mitigation for all manageable risks. The key underlying assumptions are:

Economy

Slow Economic Recovery. We anticipate a slow-growth economy, recovering from an economic recession.

PRO'S

• Staffing for Admin, Marketing, Kitchen

management staff will combined thus

reducing the cost for one single unit.

• Cost for marketing & BDM will be combined

for both units thus reducing overall cost.

• Cross Promotion Tie ups will help in

marketing at minimum cost.

ORGANIZATIONAL CHART

TWC have a customer focus This implies that the company focuses its activities and products on consumer demands. Generally there are three ways of doing this: the customer-driven approach, the sense of identifying market changes and the product innovation approach.In the consumer-driven approach, consumer wants are the drivers of all strategic marketing decisions. No strategy is pursued until it passes the test of consumer research. Every aspect of a market offering, including the nature of the product itself, is driven by the needs of potential consumers. The starting point is always the consumer. The rationale for this approach is that there is no point spending R&D funds developing products that people will not buy. History attests to many products that were commercial failures in spite of being technological breakthroughs.

Core Skills

A formal approach to this customer-focused marketing is known as SIVA (Solution, Information, Value, and Access). This system is basically the four Ps renamed and reworded to provide a customer focus.

The four elements of the SIVA model are:1.Solution: How appropriate is the solution to the customer’s problem/need? 2. Information: Does the customer know about the solution, and if so how, who from, do they know enough to let them make a buying decision?3.Value: does the customer know the value of the transaction, what it will cost, what are the benefits, what might they have to sacrifice, what will be their reward? 5. Access: Where can the customer find the solution? How easily/locally/remotely can they buy it and take delivery? 6. This is what makes us apart from the rest of the industry and a leap away from any approaching competitors.

Financial Plan

TWC’s Restaurant & Lounge financial model is based on a business concept to "Plan for the Worst, but Manage for the Best." We have approached the financial plan as follows:

The First Year projections anticipates a below average sales volume, below average seat turn, and above average food/beverage cost. This position will help us ensure sufficient financial planning to accommodate a reasonable ramp-up period, and business success, also ensuring that we do not enter this venture under-capitalized.

Investor Payback Program

Each Investor will receive equity shares as a part owner, with a non-managerial interest in the Restaurant. Based on financial estimates, Over and above the interest and principal repayment, Investors contributing or more will receive residuals for the life of the business as a bonus incentive. As with our investors, our primary goal is to earn real profits and not a Paper Profits'. As such we will focus on expediting returns to investors where possible. Our existing payback structure will begin paying dividend every quarter, starting in Year 2 of business operations. Investors will receive quarterly interest and annual principal reduction payments over the full term of the investment. Payback to Financial and Private Investors will take priority over any profit shares to the owners, Mr.Zuzer Lucknowala & Mr.Hemant Zaveri

Business GrowthAnnual Growth Rate Percentage. We anticipate modest growth over the coming years. The financials account for the following growth projections:

Year 2: 16% Year 3: 20% Year 4: 20% Year 5: 25%

Seasonal Sales Variance. In Mulund, October through the late season is the most productive sales period, while the summer months tend to be the slowest restaurant period. This trend is reflected in the financials though a seasonal variance as follows (where October is targeted to be our most successful sales month): June: 70%October: 100% February: 95%July: 75% November: 95%March: 85%August: 80% December: 95%April: 90% September: 85% January: 85% May: 90%

Industry & Start-UpFiscal Year-1 Ramp-up. Our experience in the industry confirms a longer ramp-up stage for restaurants over other retail/service businesses. Our Annual Sales Growth is based on attaining the following seating capacity percentage per dining period: Year 1: After-Hours = 53%, Lunch = 70%, Dinner = 88% Year 2: After-Hours = 70%, Lunch = 82%, Dinner = 100% (implied wait period) Year 3: After-Hours = 80%, Lunch = 87%, Dinner = 100% (implied wait period)

Six-Month Start-Up Stage. As a new restaurant entry to the market, the ramp-up in customer draw is expected to extend over 6 months. This is reflected in a higher than average monthly sales variance shown as follows (Worst-case / Expected-case): Month 1: 32% / 51%Month 2: 41% / 58% Month 3: 64% / 75%

Market Analysis findings are static. We assume that there are no unforeseen changes in findings outlined in the Market Analysis. Pricing & Cost ControlCompetitive Pricing Model. Revenue calculations are based upon competitive price comparisons and established menu values in the current marketplace. The following are baseline assumptions on Average Check Totals, and Average Seat Turns: Daily average for lunch spending is Rs.250/- per person, dinner at Rs. 350 per person; and Rs.300/-per person for After-Hours dining (All check totals include Beverages, but not Bar). Seat Turn averages are modestly estimated at: Year 1: After-Hours = 0.7, Lunch = 1.0, Dinner = 1.0 Year 2: After-Hours = 0.7, Lunch = 1.0, Dinner = 1.0 Year 3: After-Hours = 1.0, Lunch = 1.0, Dinner = 1.25

Cost Control. Cost of goods sold have been calculated as a percentage of sales and will be monitored on a daily basis in order to keep Cost of Food within the range of 31 - 33%, Bar Costs within 28 - 31%, and Cost of Beverages (Non Alcohol) below 9%. With a focus on Cost Control, we anticipate 6 months to fine tune the restaurant operations and manage our costs within the defined tolerance range.

Risk Analysis/Mitigation

1. How do we allow an adequate startup period and capital to launch the concept and grow our customer base in a competitive sector?• Our financial plan is budgeted to support the Worst Case business scenario. We addressed the financial risk as follows: • We looked at our monthly break-even. • We calculated worst-case monthly financial shortfall based on the ramp-up sales percentages outlined in our financial assumptions. • We budgeted operational shortfall in an operational contingency budget that we will utilize if the need arises.

2. How do we ensure we have addressed all resource gaps, and have the right industry knowledge?

• Owners have a combined 10 years of Restaurant Management, Operations and Business Management Experience. • The Financial Plan incorporates a budget for TWC’s.• Their services are budgeted for the business start up analysis, rollout, and on retainer for 4 months of business operations. • We will be recruiting a seasoned chef (national search) whose style is in accord with the Restaurant concept and our market segment. We will be offering an equity interest to our select Chef to maintain the industry knowledge. • Our Accounting service will be contracted to a firm specializing in Restaurant accounting.

3. The current Economic slowdown and recovery state was a key consideration in our restaurant concept. How do we manage a successful restaurant in current market conditions?

Our original effort was to open a restaurant twice the proposed size. As we are in the midst of an economic recovery, we have scaled back the size to reduce business overhead, startup requirements, and business operating capital. Mitigation has been our overall Restaurant concept. We have the menu priced at a mid-tier level. In addition, we have an extended Menu selection priced between 70 to 150, allowing budget dining in a distinguished restaurant.

4. How do we confirm that our Funding Requirement is sufficient?We have leveraged our membership with the HARA to look at industry averages for this market segment for Restaurant startup and Operations. Additionally, we included a contingency buffer in the financial estimates to account for any potential cost variance

6. What if there is an additional need for Business Capital after the Restaurant has exhausted its 6-month buffer?Our intent is to be a self-sufficient business far in advance of the 6-month probation period. But as we are considering all contingencies, we have looked at this risk. We have accounted for an operational contingency budget that will be used to supplement any slow periods. Our next step would be to approach our private investors for capital by extending their return on investment. We would also look to the partners' capital reserves as another source of funds.

Break-even Analysis

For our First Year Break-Even Analysis, we have an average running fixed costs per month which includes our full payroll, rent, and utilities, and an estimation of other running costs. With direct cost of goods (inventory, in this plan) at 35% of sales, our monthly break-even point . We will surpass our break-even point in October of our first year.As we exit the start-up phase of the business and focus on cost control, we will drive the Cost of Goods Sold (COGS) down, dropping our break-even value, and increasing our Gross Margin.

Expansion, Payback & Exit StrategyIn addressing this question we look at the Exit Strategy as a definition of our business vision and goals, as well as a contingency in the event the business is unsuccessful. We have addressed this question at several levels: Expansion as a Business Goal We have set multiple financial goals to grow the success of the TWC’s concept, and compound the profit return for TWC’S Investors. Expansion (Option 1): Our overall goal to maintain TWC’s as a unique and eclectic concept. Based on projections, the business has captured market share by the end of the first year. In addition Year 2 brings an increased sales and profit margin to sustain the addition of a full-time General Manager. By second quarter of Year 2, the owners will look to launch a second restaurant concept. This is not a chain, but another unique restaurant concept with strong growth potential. Expansion will be considered with our financial backers and Investor partners.

Expansion (Option 2): Throughout our business plan we have stayed focus that TWC would be successful as a larger venue, with greater sales capacity and revenue potential. Our objective with the site selection and lease negotiation is to have the opportunity to expand the restaurant as a logical growth and profit plan. Private Sale: We are in the business of making money. profit margins are increasing, and TWC’s has established market share. We will look at the private sale of the majority interest via A) Leveraged Buyout, or B) A larger Restaurant consortium. In both cases, our interest is in delivering healthy profits to our Investors and Financial backers. Sales and profit margins will be based on the restaurant valuation in Year 3. Financial Solvency: The financial projections indicate that exit will be achievable over 3 years for the operating capital line of credit. Under a realistic scenario the Company should have over funds in cash in the bank after income taxes the second year. The entire financial debt would be retired by Year 7.

Exit Strategy to Retire the Business

We at TWC’s are committed to our concept and its viability. We step into this venture with confidence and the success of our respective prior business efforts. No one attempt a business anticipating failure, however sometimes ventures does not fulfill their promise. In the event that our venture cannot achieve profitability and retire the encumbrances, we will first attempt to sell the operation and use the proceeds to clear all outstanding balances. If we are unable to sell the operation for sufficient proceeds we will forced to default whereby the loan will be in senior standing. Any further outstanding balances will be borne by the investors on a weighted percentage basis of the total amounts due.

“AT A L ENTERPRISE WE BELIEVE IN GROWING WITH OUR PARTNERS.”

We will Appreciate your Association with us.

Enquire Now @Way2Franchise