10 ORGANISATIONAL MANAGEMENT
10.1 Human Resources
Jayden Olivier and his spouse will form the core of the business, as both have applicable training and skills (refer to points 1 3). During the start-up phase, staffing levels (particularly permanent staff) will be kept to a minimum.
The following staff complement is required:
|Coffee shop manager/chef||One (permanent) (spouse)|
|Counter assistant||One (casual)|
Monthly wages/salaries are as follows:
|Owner & spouse (joint salary)||R30 000 (reduced drawings for year one)|
|Waitron (permanent)||R 1 800 + tips|
|Waitron (casual)||R 800 + tips|
|Counter assistant (casual)||R 2 000|
|Total wages & salaries||R34 600 (per month)|
Owner and spouse will act as the management team. See 3.1 for personal profiles.
10.3 Professional Consultants
Knight & Day, 8A Park Close, New Redruth, Alberton
Van Niekerk & Modise, Harbourdale Centre, Kabega, Port Elizabeth
Steale & Sons, Suite 6, Senderwood Estate, Bedfordview
FNB Alberton South, 21 Dekema Road, Alberton
A comprehensive package of insurance cover has been arranged through Steale & Sons.
12. GROWTH & EXIT STRATEGY
12.1 Business Goals
Short-term (first 6 months):
Establish the business and begin promoting its services. Start with the process of forging business-to-business relationships and creating cross-promotional opportunities. The initial focus will be on the internet café, as this is the unique selling proposition (USP) of the business.
Medium-term (6-24 months):
Improve the presence and offering. Place more emphasis on development and growth of the ‘value added’ aspects (coffee shop/snack bar and computer repair services).
Long-term goals (2-5 years):
Consider splitting into three separate, but complementary, businesses: Big Surf Internet Café!; Big Surf Computing; Big Surf Coffee Shop (or full-service restaurant). Ideally, these would be adjacent to each other, either as part of a shopping centre/shopping precinct, or as a stand-alone destination (such as a large converted house).
12.2 Exit Strategy
The owner sees this as an evolving long-term project and intends to remain hands-on and in day-to-day control for the next 10-15 years. Options at that time for an exit strategy may include the sale of all, or some, business units.