Creap & Co

Sara Morris, Chloe Welsby, Nina Read, Kevin
Jackson and Callum Ferguson
University of Central Lancashire
Enterprise and Business Start Up
11TH January 2016

Table of Content
1.0 EXECUTIVE SUMMARY
1.1 Introduction
1.2 The skills and attributes required of an entrepreneur
1.3 The business start-up process
1.4 Purpose, Aims and Objectives of the Company
1.5 Mission Statement
1.6 Values
2.0 COMPANY SUMMARY
2.1 Company Ownership
2.2 Company History
2.3 Company Location
3.0 LEGAL REQUIREMENT
3.1 Legal Requirements Specific to The Food Catering Business
4.0 PRODUCT AND MANUFACTURING
4.1 Our Product
4.2 Manufacture of the product
4.3 Resources needed to manufacture
5.0 SITUATION ANALYSIS
5.1 SWOT Analysis
5.2 PEST Analysis
6.0 MARKETING ANALYSIS SUMMARY
6.1 Marketing Segmentation
6.2 Target Market Segment Strategy
6.3 Marketing Mix
6.4 Market Trends/Growth
6.5 Competition Research
7.0 MANAGEMENT SUMMARY
7.1 Organizational Structure
7.2 Personnel Plan/Job Descriptions
8.0 FINANCIAL PLAN
8.1 Cash Flow Forecast
8.2 Profit and Loss Account
8.3 Projected Balance Sheet

8.4 Funding Sources
9.0 FUTURE POTENTIAL AND GROWTH
9.1 Potential growth initiatives 2016-2019
9.2 Potential Growth Orbit
APPENDIX
1 – Marketing Mix
2 – Customer Survey
3 – SWOT Analysis
4 – PESTLE Analysis
5 – Differences between Small Business Owners and Entrepreneurs
6 – Belbin Management Team Results
7 – Employee Positions and Responsibilities
– Events Calendar
– Crepes and Co Draft Menu

1.0 EXECUTIVE SUMMARY - SARA
1.1 Introduction
Crepes and Co is an innovative new creperie business based in East Lancashire, the business will
operate from a fully registered and insured catering van. The running of the business will be
managed virtually between the owners, using a website, e-commerce and cloud business
platforms. We will offer a mobile food safety trained catering service using the latest electric and
gas cooking devices, across Lancashire and surrounding areas within a 90-minute drive.
Crepes and Co has embraced the growing popularity of food truck style vending and has developed
a variety of unique products which offer an alternative to the current fast food options. The
business has developed an array of freshly prepared, high quality, savoury and sweet crepes,
waffles and doughnuts to be prepared fresh for every order.
1.2 The skills and attributes required of an entrepreneur
The research in support of this business venture explored the skills and attributes required of an
entrepreneur. According to the Oxford Dictionary the meaning of entrepreneur is “A person who
sets up a business or businesses, taking on financial risks in the hope of profit” (Entrepreneur,
2016).
Many academia’s refer to writer, Schumpeter (1934) such as authors; Carland, Hoy, Boulton, who
explain “Schumpeter (1934) was one of the first writers to identify entrepreneurship as an entity
worthy of study, distinct from business owners and managers carrying out different ideas in order
to sell products, and that his view was the role of entrepreneur is fundamental to economic
development and therefore independent of capitalists and business owners” (James W. Carland,
1984).
It has been shown that entrepreneur’s attributes are different to business owners (Normand, 2016)
therefore it was important for the group to explore this concept, and analyse the individual
members own entrepreneurial skills. A comparison was done using Belbin's model within
Appendix 6 (Belbin Associates, 2015) by characterising oneself against the definition of
entrepreneurs and business owners see Appendix 5 (Wendy Cukier, 2011).
As a result of this evaluation it was concluded that half of the group fell into the category of
entrepreneur and half into business owners. Likewise whilst analysing Belbin, the same members
who fell into entrepreneurs also fell into Belbin’s ‘Shapers’ and ‘Plant’ which similarly hold the
same attributes. These factors suggest that those skills and attributes within the group complement
each other, the entrepreneurs will strive to build the business and think innovatively forward and
the business owners will successfully manage the office activities.
1.3 The business start up process
The initial objective for the management team was to understand how the business could be started
and to understand the key components to do this. Relevant legal guidance and information was
sourced from the Government UK services and information website (OGL, 2015). Members of the
group also sought advice from other peers and business owners from within their own work
environments.

The initial planning started by investigating funding options, the examples can be found in
Appendix 7. The group found it equally important to research the market and speak to potential
customers, the outcome was to conduct a survey across 209 people, in which the results can be
seen in Appendix 2. After examining the results, there was enough evidence to suggest that there
was a gap in the market which led to this venture becoming a viable business opportunity.
A Pestle and Swot analysis was constructed which can be found in section 6, the model allowed
the group to understand its internal strengths and weaknesses as a business and to also determine
possible external threats and opportunities.
The saleable products were carefully selected after examining the consumer survey results,
demonstrated in section 4 of the business plan. The products and manufacturing process was
planned by an experienced food manufacturing expert included within the management team,
which further led to examination of the process, machinery and equipment needed and the choice
of vehicle hire.
The group carefully selected the ingredients and suppliers and obtained necessary quotes for the
stock and equipment needed, some of the results can be found in section 4, the product and
manufacturing section and costings form part of the Finance section 8 of the business plan.
Another essential point was to determine the legalities and ownership details which assumed the
formation of a business partnership of which the details can be found in section 2 of the business
plan. It is maintained that a Solicitor will be sought to finalise the legalities, similarly each partner
will register with HMRC for a self-assessment. The management roles and responsibilities were
defined and forms part of the management summary in section 7.
The promotion and marketing of the product was evaluated using the marketing concepts which
the group had earlier learned within the marketing module; those marketing concepts were
evaluated and integrated within our business strategy which is included within section 5, the
marketing analysis summary.
1.4 Purpose, Aims and Objectives of the Company
Our purpose is to provide a unique themed service which can be set up inside or outside of any
venue. Crepes and Co provides fresh crepes, pancakes and doughnuts in a variety of fillings with
additional toppings and extras. Our service is very flexible as we can set up anywhere for the time
our customers need.
We aim to offer a traditional takeaway creperie theme or we can personalize the presentation to
meet our customer's theme. Its appearance is not that of a greasy catering trailer our takeaway
theme is aimed towards a creperie and pancake experience. We will supply our customers not only
with delicious with sweet and savory filled crepes, we will provide deluxe creperie holders to keep
them flavourful and hot, we will offer take away cake boxes and our staff will be in uniforms. We
aim to be a fuss free and hospitable service, taking care of everything from set-up to cleaning
away.
We cater to all tastes, diets and allergies (vegetarian, gluten, dairy or fat free) offering a main meal
with a dessert in one package.

Another theme is to entertain our clients by demonstrating live cooking. Live cooking is most
enjoyable to watch and is becoming very popular at present with TV shows such as the “Great
British Bake off”. We want to reach out to our customers providing enjoyment of the fast food
experience, showcasing our professional chefs by preparing fresh crepes, pancakes and doughnuts
live in front of our customers.
Our typical clients which we are aiming to reach will be corporate and local events; food
festivals, company breakfasts, or evening receptions. Families and children’s parties, weddings
and christenings.
1.3 Mission Statement
The very core of Crepes and Co’s mission is the long term satisfaction to all of our customers
across Lancashire by providing high quality freshly made food as an alternative to the current fast
food industry.
1.4 Values
The development of Crepes and Co is based on the following 5 values:
 Aim to deliver a superior customer experience
 To provide a creperie and pancake experience for people
 To demonstrate a fresh alternative with a live cooking experience
 Measure success through a sustainable profit
 Be passionate about our service and work as a team

2.0 COMPANY SUMMARY - CALLUM
2.1 Company Ownership
Crepes and Co have been registered as the legal operating name for the business launched by five
individuals: Sara Morris, Chloe Welsby, Nina Read, Kevin Jackson and Callum Ferguson. The five
individuals have agreed upon equal partnership ownership, which is shared at 20% each. If the
opportunity comes available, the entire team has agreed to offer limited partnership opportunities
for investors.
2.2 Company History
Crepes and Co was formed by five ambitious students while studying Business at the University of
Central Lancashire. All five partners have full-time positions and the catering trailer will be run on
a schedule between them. All five members of the Crepes and Co team are currently in their
second year of studies. The business idea for Crepes and Co came to be through the combination
of different skill sets and hobbies from each team member. All five of the individuals are formally
trained in aspects of marketing, finance, food manufacturing and business. Together the skills,
knowledge and passion amongst the team encouraged this partnership that believes that it is a
prime time to enter the catering van business in Lancashire with a good chance of success.
2.3 Company Location
Location is key in the success of any catering business, being a mobile catering service we are able
to change our location as and when we like, this allows us to move to the high customer traffic
areas which change throughout the seasons. For example, events like the Christmas markets and
bonfire night during the winter months, holiday parks and music festivals during the summer. As
catering at events such as these are spaced out throughout the year and do not provide a regular
source of revenue we would require a permit in order to provide our services in towns and city
centers such as London’s famous Covent Gardens and Edinburgh’s food market. This will provide
us with a high volume of potential customer traffic giving us an almost constant source of income.

3.0 LEGAL REQUIREMENTS - CHLOE & CALLUM
3.1 Legal Requirements Specific to The Food Catering Business
In order to sell our products, we need to make sure we are following all legal requirements.
Regarding a food catering business, the law states -
1) All food preparation premises must be registered with the local Environmental Health Office in
the area in which the unit is stored if mobile or in the area you pay Council tax to) 28 days prior to
trading.
2) All persons coming into contact with food must have hygiene training (the level of training
depends on the job) they are allowed to work in the premises. As a general rule:
For this business, all employees will require a level 2 food hygiene certificate which cost
£15+VAT per person.
3) You must put into place, implement and maintain a documented food hygiene management
system based on the principles of hazard analysis & critical control points (HACCP)
It is the legal requirement, that we have a minimum of one person in the business trained in
level 2 HACCP certificate. The cost for this five-day course is £260+VAT.
4) A health & safety risk assessment must be carried out by the business proprietor at regular
intervals or if the circumstances of the business change.
5) If you employ 5 persons or over you must produce a written Health & Safety Policy
Document. If you employ more than 5 people you must carry out a Fire Risk Assessment.
6) If you are a mobile catering business you must possess a street trading license, in the area you
are trading.

4.0 PRODUCT AND MANUFACTURING - CHLOE
4.1 Our Product
According to our customer survey results, which can be found in appendix 2. We found that the
top three products customers would like to see us sell, were crepes, pancakes and doughnuts. As a
result, we have decided to sell these three different types of product in our catering trailer. We will
offer multiple types of fillings and toppings and separate these into categories of sweet and savory.
Some of the combinations we will offer will be classics such as sugar and lemon, Nutella,
strawberry and whipped cream. However, we will also be offering new and luxurious flavors such
as smoked ham and Emmental cheese. Our products will range from £2.00 plus, depending on how
many toppings and fillings the customer chooses to add on to their crepes or pancakes. Please see
the menu attached in the appendix for more examples of flavors and individual pricing.
4.2 Manufacturer the products
To manufacture crepes and pancakes, we will purchase two Krampouz 400mm standard electric
crepe maker from pancake-world.com. These retail for £279.99 each, they have a 300w power and
can reach up to 260 degrees resulting in being able to make a crepe within 40 seconds. To
manufacture doughnuts, we will purchase a commercial doughnut fryer and batter dispenser from
eBay. These retail for £899, these have a 320w power and can output 300-500 doughnuts per hour.
4.3 Resources needed to manufacture
We will be using a base recipe for our crepes, pancakes and doughnuts, then adding toppings and
fillings to them once they are cooked.
Our crepes will be made from a luxury French crepes mix from pancake-world.com, these come in
14kg boxes and are £50.00 per box. They have a 12-15-month shelf life and each box can produce
on average of 252 crepes. With our plain crepes retailing for £2.00 each, from one 14kg box we
can make a £454 profit from each box we purchase.
For pancakes we are using a Krusteaz buttermilk pancake mix from americansweets.co.uk, these
come in 4.5kg bags and are £12.99 per bag. They have a 6-8-month shelf life and each bag can
produce an average of 240 4inch thick pancakes. Like crepes our plain pancakes retail for £2.00
each, from one 4.5kg bag we can make a £467 profit from each bag we purchase.
For doughnuts we will be using a kitchens food brand doughnut mix from kitchenfoods.co.uk,
these come in 10kg bags and are £25.49 per bag. They have a 12-month shelf life and each bag can
produce an average of 480 doughnuts. We retail our doughnuts at 5 for £2.00, from one 10kg bag
we can make a £166 profit from each bag we purchase.

5.0 SITUATION ANALYSIS - CHLOE
5.1 SWOT Analysis
The SWOT analysis tool has been around since the 1960’s, the tool is as useful today as it was
back in the 60’s. When applying a SWOT to a business, this can be a very powerful tool to help
you understand the weaknesses of your business, identify and eliminate threats (Mind Tools
Editorial Team, 2013). It is recommended as a business you should reevaluate your SWOT on an
annual basis. To view the SWOT analysis on Crepes and Co please see appendix 3.
5.2 PESTLE Analysis
Unlike the SWOT analysis, a PESTLE analysis evaluates external aspects that can affect your
business which you have no control over. The PESTLE concept, analysis the political, economic,
social, technological, legal and environmental changes that can influence your business practice
(PESTLE Analysis, 2012). To see the brief PESTLE analysis on Crepes and Co please see
appendix 4.

6.0 MARKETING ANALYSIS SUMMARY - NINA & CALLUM
6.1 Marketing Segmentation
Crepes and Co will be based in and around East Lancashire, attending annual events such as Food
Festivals, Wedding Fayre’s, Christmas Markets and other popular venues. Our Customers will be
in a 90-mile radius of our locations which will vary due to our mobile business. As shown in
Appendix 2, question 1, 21.5% of males and 78.5% of females completed the survey in regard to
food preferences specific to Crepes and Co. This highlights over a 75% split between genders of
which we will be targeting more of a female audience. On assumption customers of Crepes and Co
would be aimed at young adults between the age of 15 – 30, with no specific reference to what
occupation or socio-economic group. The decision to buy from Crepes and Co we believe to be on
impulse and temptation. Through our marketing channels and unique products, we hope to engage
with customers at specific food events. Whilst attending events such as food festivals the majority
of attendees will be interested in food of some sort and therefore willing to try products and
therefore visiting the event may not be impulsive but the decision to purchase a crepe from us may
be. Some customers may require specific needs such as nut allergies or gluten intolerant. With this
in mind we would offer the option to have a gluten free option and a chocolate spread alternative
of Nutella for those with nut allergies. All our ingredients will be organic produce in order to
maintain high standards.
6.2 Target Market Segment Strategy
Buyer Power: With the Street food/ mobile catering industry on the rise there is an ever growing
demand for street food, because of these consumers have more choice as to what food they can buy
from mobile catering vans creating a more competitive environment. Buyers have power in this
market, but the size of the market makes it unlikely that buyer power will have any significant
negative impact on Crepes and Co.
Competition: Our target areas to sell our food is in town/city centres and at food festivals both of
which host a great deal of competition. However due to our uniqueness of our service in the UK
compared to other mobile caterers and our attractive appearance we predict to have little
competition for our services.
Supplier Power: Our suppliers who provide our ingredients have very little control over our
business as our supplies are not in short supply and have a fast range of suppliers. The supplier
who has a big impact as the where we conduct business is the body who provides the trading
permits, whether that be the local council or the event organisers without there permeation we will
not be able to trade, this is why it is important to have all the up to date health and safety
certificates and only trade in permitted areas.
6.3 Marketing Mix
To see the marketing mix, we have created on product, place, price and promotion see appendix 1.
(Tracy, 2004) (BBC, 2011)(Tracy, 2004)(Coleman, 2014) (Poulter, 2012)

6.4 Competition Research
La Petite Bretonne's
La Petite Bretonne's is located in Huddersfield around 20 miles away from Burnley, the business
was established In 2012 when a French couple migrated to Yorkshire and wanted to bring across
their love of good French food and share it with the UK. There strengths are, they offer a range of
fillings and use there French names giving a more authentic experience and make the food in front
of the customer. La Petite Bretonne's also offers furniture hire for events and personal hire, the
outdoor furniture is in keeping with their vintage theme which they have accomplished by
completely renovating a 1950s Citroen HY van which again is French adding to the authenticity of
their service. La Petite Bretonne's are able to cater at any event nationwide with two weeks’ notice
also they have an online website and social media page complete with examples of previous
events, food examples and a copy of their menu.
Choccy Churros, Crepes & Cup Cake
Choccy Churros is based in Lancashire and operated throughout the North West & South of
England, they attend a lot of major events in the area. There strengths are they cook the food in
front of you and offer a range of fillings, they also provide a range of different sweet foods like
cupcakes and donuts. Choccy Churros operates out of a standard yellow food trailer which is very
basic in design but clear in their services, Churros promote their services over social media and
don’t have a website however they are listed on a local popular events page.
Compared to Creps & Co
Choccy Churros is moderate competition for Creps & Co as both prices and operational areas are
similar however we supas Churros with a far more appealing appearance without much price
difference.

7.0 MANAGEMENT SUMMARY - CHLOE
7.1 Organisational Structure
As briefly mentioned in the company summary all five owners have an equal percentage share of
the business. As a result, each member of the team is an equal owner. However, we will separate
the responsibilities of the business, based on the experience we have gained through the different
sectors we have worked in. To see a more detailed list of responsibilities she section 7.2 below.
7.2 Personnel Plan/Job Descriptions
To see our individual job experience and job descriptions please see appendix 7.
Sara Morris
CEO – Head of Business Operations &
Human Resources
KevinJackson
Head of Finance
and SupplyChain
Callum Ferguson
Head of Salesand
Customer Services
Nina Read
Head of Marketing
and Business
Development
Chloe Welsby
Head Chef and Product Development

8.0 FINANCIAL PLAN - KEVIN
8.1 Cash Flow Forecast
Our cash flow forecast indicates the likely future movement of cash in and out of our business. It is
an estimate of the amount of money expected to flow in (receipts) and out (payments) of the
business and includes all projected income and expenses. A cash flow forecast usually covers the
upcoming 12 months, however it can also cover a short-term period such as a week or month. The
concept of cash flow is: Net Cash Position = Receipts - Payments
The purpose of a cash flow forecast is to help predict upcoming cash surpluses or shortages and to
help the business owners make the right decisions. It can help in tax preparation, planning new
equipment purchases or identifying if securing a small business loan is required (Small Business
Development Corporation , n.d.).
By including every case scenario in our cash flow forecast you will see how our business will cope
if our business hits tough times or does better than expected. Prior warning allows us to work out
solutions to anticipated temporary cash shortfalls or arrange short-term investments for temporary
cash flow surpluses.
To view the cash flow forecast for Crepes & Co please see appendix ?
8.2 Profit and Loss Account
A profit and loss statement (P&L) is a financial statement that summarises the revenues, costs and
expenses incurred during a specific period of time, usually a fiscal quarter or year. These records
provide information about a company's ability – or lack thereof – to generate profit by increasing
revenue, reducing costs, or both. The P&L statement is also referred to as "statement of profit and
loss", "income statement," "statement of operations," "statement of financial results," and "income
and expense statement" (Investopedia, LLC, n.d.)
To view the 4 year profit and loss account for Crepes & Co please see appendix ?
8.3 Projected Balance Sheet
A balance sheet is financial statement that summarizes a company's assets, liabilities and
shareholders' equity at a specific point in time. These three balance sheet segments give investors
an idea as to what the company owns and owes, as well as the amount invested by shareholders
(Investopedia, LLC, n.d.).
The balance sheet adheres to the following formula: Assets = Liabilities + Shareholders' Equity
To view the projected Balance Sheet for Crepes & Co please see appendix ?
8.4 Funding Sources
Crepes & Co. will be financed with an initial capital investment from each business partner of
£5,000. In addition to this, we will also seek a loan of £13,500 from venture capitalists. We will
offer to repay the loan in full over a 4-year period with a return of 15%. The loan will be used for

the initial purchase of the catering van with the remaining capital being used to cover equipment,
stock, training and business start up costs.
We have researched additional funding sources available should extra funding be required at a
later date:
The Fuse Fund - The Fuse Fund aim towards environmental factors, Crepes and Co will need to
focus on this element in order to be successful in the application criteria (Lancashire Business
View, n.d.).
NW Access to Finance - This is free service to access funding opportunities across Lancashire
(Access to Finance NW, n.d.).
Rosebud Micro Loans - Rosebud Micro loans helps small businesses with the support in growth
they offer loans to small businesses however the acceptance criteria for this is businesses focusing
on Health and Environmental, therefore the business would need to focus on these strategies to be
accepted for a business loan (Lancashire County Council, n.d.).
Lancashire Business Growth Fund - Lancashire Business Growth Fund is a part funding assistance
which they allocate up to 20% funding assistance to help with buying machinery or plant
acquisitions or infrastructure improvements. If the business decided to purchase a second van in
phase 2 of our growth strategy and we invested 20k for a van this funding may provide 20 %
contribution towards this if the funding application was successful (Regenerate Pennine
Lancashire, n.d.).

9.0 FUTURE POTENTIAL AND GROWTH - SARA
9.1 Potential growth initiatives 2016-2019
Franchising
An option is to grow through a franchising arrangement, this would be in 3-4 years time once the
business is established. There will be an opportunity to endorsed Crepes & Co to individuals or
perhaps a small group of entrepreneurs for the prospect to use Crepes & Co’s name and products in
exchange for a percentage of the sales revenue. Crepes & Co’s reputation and marketing expertise
will be extended with the franchise, that said, the franchise managers will be responsible for the
individual van, maintenance, upkeep, expenses and equipment including all financial liabilities and
risks associated with the franchise.
Acquisitions
A further opportunity will be to grow through acquisition. This would be in 3-4 years’ time once
the company is more recognised and reputable ready to expand into EU markets. At this stage
strategic planning will take place to appraise which companies would make ultimate acquisition
targets. We would want to consider companies which would be appropriate for our products and
provision methods but which will also present new opportunities to allow Crepes and Co to grow.
New Product lines
Every 3-6 months’ surveys will be conducted across a variety of consumers and across our
followers using social media and face to face questioning during events, the group will review
popular products against the cost of production, efficiency and supply if feasible new products will
be launched, using social media platforms to market the products
Online Strategy
We will use the Crepes and Co website to promote the company in order to grow our business and
sales. We will provide an enquiry and booking portal for our customers and publish an events
calendar to allow our followers and customers to see which events we will be attending. We will
aim to establish a community via social media to promote our company brand image. We will
promote discount vouchers and competitions as part of our online strategy. Once Crepes and Co
are established we will decide to look at partnering with existing events platforms or other retailers
in a similar market.
Decrease Costs - Economies of Scale
Operationally we would learn over time to become more efficient and understand how to reduce
our average operational costs and “increase profit per unit” as according to an illustration of
Achieving Economies of Scale (Mind Tools Ltd, 2016). From using this analogy the business
could save money on delivery costs and negotiate a discounted price with suppliers by buying in
bulk, the unit cost of ingredients would go down therefore increasing the profit margins.

9.2 Potential Growth Orbit
An Orbit diagram has been produced to show the potential growth of Crepes & Co strategic
growth plans for the next 4 years including the change in process, products and people which need
consideration.

APPENDIX
APPENDIX 1 – Marketing Mix - Nina
•As shown in appendix 1, 58.7% of people asked in our survey would expect to pay £3 - £4 for our product. We used
these results to create our pricing strategy however we may offer incentives such as offering loyalty cards in order
to increase repeat customand offer discounted prices to loyal customers. Crepes and Co will implement a
competitive pricing scheme to emerge as a fierce competitor in the industry by frequently researching our
competitors in order to continually review and examine our products and prices. According to (Tracy, 2004) it can
be beneficial to businessesto increase prices at certain times in the year when appropriate. For example, raising
prices whilst trading at German Christmas Markets may be beneficial to Crepes and Co as these markets have
become more popular each year (BBC, 2011). At Christmas Markets people tend to impulse buy food and drink
which appears to look and smell good therefore by raising prices at these events would generate an incline in profit.
Anotherway to increase sales is to combine products to create a special offer, for example, a Crepe and a Coffee for
£4.99 may appearmore appealing to customers however it may not have cost the business much money to produce
(Tracy, 2004). These are some of the pricing strategies Crepes and Co will utilise to increase sales and profit.
Price
•Crepes and Co will be based in and around Lancashire attending local, well established events.We expect our
customers to be within a 90 mile radius of the events we attend.As Crepes and Co is a mobile operating business
we can be flexible as to where we’re based in order to position ourselves in a place that’s accessible to potential
customers. We will be attending annualevents in order to meet our target market.
Place
•Crepes and Co will be based in and around Lancashire attending local, well established events.We expect our
customers to be within a 90 mile radius of the events we attend.As Crepes and Co is a mobile operating business
we can be flexible as to where we’re based in order to position ourselves in a place that’s accessible to potential
customers. We will be attending annualevents in order to meet our target market.
Place
•Crepes and Co will be marketed through a variety of different channels including word of mouth; based on positive
customer experience, to enhance reputation and the use of relationship selling in the early stages ofour business.
We will continuously use social media including Facebook and Twitter (See Appendix 1-Question 9) in order to
showcase new products,promote events we will be attending,offer customer incentives and gain loyal followers.
According to (Coleman, 2014) the most powerful way of marketing is through word of mouth recommendations as
well as clever use of social media. By using clever social media techniques Coleman is referring to gaining
meaningful followers whom will share and promote the page rather than just boosting numbers of likes/followers.
At events Crepes and Co will have a representative to hand flyers out and promote Crepes and Co around the event.
Through our social media channels we will promote campaigns such as 20% off the price of our produce if you like
our Facebook page.
Promotion

APPENDIX 2 - CHLOE
Customer Survey Results
We had a total of 209 questionnaires filled in using google docs, within that questionnaire
contained nine questions. The results are as followed -

APPENDIX 3 - CHLOE
SWOT Analysis
This is an analytical framework that can help our company face its greatest challenges and find its
most promising new opportunities.
Strengths
 Staff with experience in the food
manufacturing industry, finance, marketing
and sales.
 Prices are cheaper than competitor’s, due to
less overhead expenditure
 Put forth innovative food that will change
with the seasons
 More flavour variety than competitors
 It brings a new trend of food to the area,
which will entice customers to try
 Food is made on demand, in front of the
consumers eyes
 Low startup cost compared to a restaurant
 Crepes and Co will own the vehicle and not
lease
 Advanced knowledge of social media trends
 Emphasis on product and service quality
Weaknesses
 First-time business venture.
Therefore, unknown to the market
 Start up cost are estimates
 Limited funds available
 Costs rising with time due to food
ingredient cost rising
 No brand value
 Only accepts cash payment
 Owners will work the most and
longest hours in the first couple
years
 Don’t have a permanent location
 Hard to keep repeat customers because
the business is mobile
Opportunities
 Focus on large selling events such as
Clitheroe food festival
 Collaboration with local suppliers to give us
a key selling point
 Able to hire the food truck for birthday
parties and weddings
 If successful ability to have a chain of food
trucks around the UK
 Tweet locations and allow people to follow
the truck
 Sell cappuccinos/espresso/coffee/smoothies
 Hiring a pastry chef that has formal training
in creating desserts
 Reward social media followers
Threats
 Bad weather (customers are less likely
to go outside to purchase food)
 Competitors are known by customers
and have more experience
 Customers will go to other businesses
that accept credit card payments
 Location contracts do not guarantee
sales
 Truck breakage/repairs
 Works can be overworked
 Rising cost of dairy products

APPENDIX 4 - CHLOE
PESTLE Analysis
This analysis includes the threats that can affect this business, like political, economical, social,
technological, legal and environmental.
Political - Government regulations regarding employee hygiene, health and food regulations,
food standards. Government policies regarding the food industry. These include licenses,
inspections by health and food departments see www.food.gov.uk for more information.
Economic -Interest rates would affect the cost of ingredients. The rate of inflation determines the
rate of remuneration for employees and directly affects the price of the products. Again, the
proportion between the inflation rate and wages/prices is direct. Economic trends act as an
indicator of the sustainability and profitability of your business in the chosen region and help you
in deciding your marketing strategy. Check www.economicshelp.org for links to keep up to date
on all rates and changes.
Social - Eating habits of the people in your chosen business environment may, and certainly will,
affect your marketing decisions.
Technological - A good technical infrastructure would lead to better production, procurement
and distribution logistics, resulting in reduced wastage and lower costs. Effective technology may
be a decisive factor for food technology innovation, better presentation, more effective business
marketing, etc. See www.pancake-world.com for industrial machines that can be used for this
business.
Legal -Factors that might affect the company are: Introduction of stricter customs, trade
regulations and licensing regulations related to the industry.
Environmental - Having a food trailer will have less of a carbon footprint than a restaurant. In
order to have an environmental impact, the business could install a solar panel to provide the
necessary power. It also could possible use recyclable plates, cutlery and boxes for take-away
food. For examples see www.littlecherry.co.uk or www.pipii.co.uk

APPENDIX 5 - SARA
Differences between Small Business Owners and Entrepreneurs
http://www.entrepreneur.com/article/233919
Small-business owners have a great idea.
They solve a problem in theircommunity. They know
their businessand target audience.They know what
will make theircustomers happy.They serve their
customers.
Sara Morris
Kevin Jackson
Chloe Welsby
Entrepreneurs have big ideas.
They dream big.They think big.They come up with ideas
that haven’t been tested, diagnosed,or worked through.A
lot of times they don’t even know if their ideas are
possible,which gets them even more excited.
Nina Read
Callum Ferguson
Small-business owners hold steady.
They like to know what’scoming next and where it’s
coming from. They make calculated decisionswhere
the outcome is clear. The result may not be huge, but
it will typically keep themmoving forward.
Sara Morris
Kevin Jackson
Chloe Welsby
Entrepreneurs love risk. (McClelland 1961,210.)
They step out on a ledge more often than not. They jump in
with both feet knowing that ifthey put in their full effort,
the risk will be worth it more often than not.
Nina Read
Callum Ferguson.
Small-business owners think about the things they
need to finish this week.
They have daily and weekly to do lists. They manage
employees, work with customers, network with new
customers, and keep everything rocking and rolling.
Sara Morris
Kevin Jackson
Entrepreneurs are thinking ahead six months.
While their team is thinking about what they’re doing that
week,they tend to skip the now and focus on the future of
the company.They have people to manage the business,
and if they don’t,they soon will.
Chloe Welsby
Nina Read
Callum Ferguson.
Small-businesses owners are sentimental with their
businesses.
They never plan on selling or handing theirbusiness
off to someone else unless it's family. They like
making the decisionsand running the day-to-day.
Sara Morris
Kevin Jackson
Entrepreneurs focus on scaling.
They want to grow and grow they will.Although they may
not focus on selling the business, they set it up to run
without them. They surround themselves with experts while
they end up being the rainmaker.
Chloe Welsby
Nina Read
Callum Ferguson.

Appendix 6 - SARA
Belbin Management Team Results
http://www.belbin.com/about/belbin-team-roles
Sara Morris Implementer Needed to plan a workable strategy and carry it out as efficiently as
possible.
Strengths: Practical, reliable, efficient. Turns ideas into actions and
organises work that needs to be done.
Allowable weaknesses: Can be a bit inflexible and slow to respond to
new possibilities.
Don't be surprised to find that: They might be slow to relinquish their
plans in favour of positive changes.
Nina Read Plant Tend to be highly creative and good at solving problems in unconventional
ways.
Strengths: Creative, imaginative, free-thinking, generates ideas and
solves difficult problems.
Allowable weaknesses: Might ignore incidentals, and may be too
preoccupied to communicate effectively.
Don't be surprised to find that: They could be unorthodox or forgetful.
Chloe
Welsby
Completer /
Finisher
Most effectively used at the end of tasks to polish and scrutinise the work
for errors, subjecting it to the highest standards of quality control.
Strengths: Painstaking, conscientious, anxious. Searches out
errors. Polishes and perfects.
Allowable weaknesses: Can be inclined to worry unduly, and reluctant to
delegate.
Don't be surprised to find that: They could be accused of taking their
perfectionism to extremes.
Kevin
Jackson
Monitor
Evaluator
Provides a logical eye, making impartial judgements where required and
weighs up the team's options in a dispassionate way.
Strengths: Sober, strategic and discerning. Sees all options and judges
accurately.
Allowable weaknesses: Sometimes lacks the drive and ability to inspire
others and can be overly critical.
Don't be surprised to find that: They could be overly critical and slow to
come to decisions.
Callum
Ferguson
Shaper Provides the necessary drive to ensure that the team keep moving and do
not lose focus or momentum.
Strengths: Challenging, dynamic, thrives on pressure. Has the drive and
courage to overcome obstacles.
Allowable weaknesses: Can be prone to provocation, and may
sometimes offend people's feelings.
Don't be surprised to find that: They could risk becoming aggressive
and bad-humoured in their attempts to get things done.

Appendix 7 – Employee Positions and Responsibilities - ALL
Chloe Welsby - Our Head Chef and ProductDevelopment
Personal Background
Have seven years experience in food manufacturing industry particularly the mass production
sector. Also possess a Level 2 in Food Safety.
Employment History
Manufacturing Operative Warburtons 2008- 2014
Team Leader Warburtons 2014 - 2015
Production Administrator Warburtons Present
Duties as stipulated in the Employment Agreement
 Help manage social media accounts
 Assist with food prep and making the products
 Part-time shift hours
 Responsible for introducing new flavours and product design
Sara Morris - Head of BusinessOperations& HumanResources
Personal Background
Has over 25 years experience within aerospace manufacturing, public sector and management
software industries and holds a PRINCE 2 qualified project management qualification, BTEC in
Team leading. Her experience and skills are in project management, office accounts, purchasing,
sales ledger payments and resource management. Sara brings a wealth of knowledge in both the
public and private sectors to Crepes & Co, Sara’s career to date has centred around the strategic
planning and implementation of high value projects, where she has initiated, health check
monitored and coached resources to ensure that robust project and financial management
principles are being applied.
Employment History
Logistics Administrator Futaba Tenneco 1990- 1995
Manufacturing planner Aero Industrial Technology 1995- 2000
Office Manager, Project Manager BWD BC 2000-2011
Operations Manager, Head of Projects Connect Software 2011 - Present
 Managing accounts, resources, payroll, expenses, tax and insurances.
 Managing suppliers, stock, logistics and sustain the delivery of products and services in
order to make a profit,
 Assist with driving, food preparation and serving.

Kevin Jackson - Our Head of Financeand SupplyChain
Personal Background
Kevin has 10 years experience in the sales, marketing, purchasing and supply chain industries.
Bringing a wide range of skills and experience to the business.
Employment History
IT Apprentice CMS Group Ltd 2006 - 2008
Purchasing Assistant CMS Group Ltd 2008 - 2010
Sales Assistant and Warehouse Operative Currys 2010 - 2011
Account Manager Fuel Card Services Ltd 2011 - 2013
Senior Account Manager Fuel Card Services Ltd 2013 - 2015
Assistant Team Leader Fuel Card Services Ltd 2015 - Present
 Managing accounts, resources, payroll, expenses, tax and insurances.
 Part time in shift hours
 Selling the product to the customer face to face
Callum Ferguson - Our Head of Salesand CustomerServices
Personal Background
Callum is a highly motivated individual with over 2 years sales and customer service as well as 2
GSCE’s in Catering & Hospitality
Employment History
Sales executive Right 2 Write 2013 - 2015
 Managing the Sales procedures
 Selling the product to the customer face to face
Nina Read - Our Head of Marketing and BusinessDevelopment
Personal Background
Employment History
Receptionist/Administrator Invigor8 Health and Fitness 2009 – 2012
Central Administrator Nelson and Colne College 2012 – 2013
Student Services Assistant Nelson and Colne College 2013 – 2015
Admissions and Marketing Assistant Nelson and Colne College 2015 - Present
 Manage social media accounts

 Assist with food prep and making the products
 Responsible for printing and handing leaflets and posters

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