Business Start up Plan: Rendezvous Coffeehouse

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BUSINESS START UP PLAN: RENDEZVOUS COFFEEHOUSE

Nichole Foster

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Visionary Level

        The mission of Rendezvous Coffeehouse is “We provide space to entertain all walks of life”. Success for Rendezvous would be successfully fulfilling the goal of becoming the go-to meeting place for business and social gatherings for the greater downtown area of Nashville. When that happens, the Rendezvous mission would spread to outlying cities to provide multiple locations across middle Tennessee. In order to achieve our goals there has to be standards by which we conduct business. Employees of Rendezvous must conduct themselves in a professional manner at all times. Customers of every demographic and socioeconomic status are treated with respect and kindness. The goal is to make every customer feel at home with a space that meets their needs. Each employee of Rendezvous will be responsible for contributing to that goal. The needs of the customer come first.

Value Proposition

        Skok defines a value proposition as “in its simplest terms, a value proposition is a positioning statement that explains what benefit you provide for who and how you do it uniquely well. It describes your target buyer, the problem you solve, and why you’re distinctly better than the alternatives.” (2014) Rendezvous provides high quality artisan coffee beverages and foods to anyone looking for a space to study, meet, or socialize without worry of being judged or feeling guilty for taking up space. Unlike other coffee shops our employees will not stare the customers down or pressure them to buy more items in order to justify taking up space. Rendezvous will provide a gathering place that feeds the stomach and soul. Customers can purchase coffees, teas, sodas, and a variety of foods to complement their social experience. Perhaps the customer is looking for a solo work space with fuel to burn the midnight oil, Rendezvous has that too. Unlike other chain coffee shops, Rendezvous is open twenty-four hours a day, providing that late night study space for the local college population.

Stakeholders

        When determining key stake holders for a company it is imperative to take stock of each person that impacts the business. If there is not enough understanding of the key relationships that are most important, the employees and managers will be concentrating on the wrong focal point for the business and no one’s needs will be met. (Kenny, 2014) At Rendezvous we want revenue from customers and productivity and innovation from employees. The focus is on the quality of coffee and meeting space, which will bring the customers back and on customer service with a caring atmosphere, created by our employees. The key stake holders for Rendezvous are the customers and the employees. These are the key stakeholders because they cannot be easily replaced nor could Rendezvous exist without them.

Personnel

        Rendezvous will start with one full time and one part-time barista with additional staffing from the owner. The owner will provide initial training for employees with an orientation period of ninety days. After ninety days, an additional full time and one part-time barista will be hired. The training will proceed the same as before and eventually progress up to four full time baristas and one part-time. This process will take an estimated six months to complete. When looking to employ a barista, prior experience is preferred but not required. Advertising will be done on the local college campuses with hopes of enticing students looking for odd hour shifts seeing as Rendezvous will not close. Starting pay for each barista will be $9.50 per hour. The baristas will also gain additional income with tips. Tips will not be limited or discouraged at Rendezvous. The owner will provide the role of manager, accounting, and human resources. Any holes in staffing or call-outs will ultimately be staffed by the owner. It is anticipated that the first year’s personnel cost will be upwards of $80,000 with an expected annual increase to factor in a cost of living increase for employees and to account for turn-over. There will be a code of conduct signed by each employee that outlines expectations of professionalism and time and attendance. Each employee is given a five minute grace period each day at the start of their shift. If the employee fails to arrive for work by the end of that five minute window each day, they will receive a half of an occurrence. If an employee calls-out with providing shift coverage, the employee will receive a whole occurrence. Once an employee receives four occurrences, they will receive a written warning. After three written warnings the employee is terminated. There will not be a benefit package offered to employees for the first year of employment. After the first year, they will receive a monthly stipend of $100 to aide in the purchase of monthly health benefits.

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