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Discuss the main aspects to consider in respect of the investment in either one of the restaurants. The main aspects consists of:  Costs of acquisition  A synergy  Defining roles  Goals  Proactive planning  Choosing a company  Competition

Traditional Home-Style Restaurant (THSR) THSR currently has two restaurants in the Klang Valley catering for the local Chinese and Indian vegetarian population. Besides catering for in-house customers, THSR also does catering services for functions and events. Its catering services caters for both small and large functions, with orders for 50 to 1,000 pax. While the restaurant has become a household name amongst vegetarians, it is becoming challenging for the owner, Ryden, to sustain the quality of the food. This is mainly because of the high turnover of the kitchen staff (chefs) at THSR. Consequently, the quality of the food has not been consistent, resulting in declining sales. THSR has an effective front desk team who are courteous and provide efficient service. Nevertheless, the customer numbers have been falling in the past year. The average sales per day has fallen from RM2,000 to RM1,200. All in-house sales are on cash only basis. However, from his event catering services he collects a deposit and the balance is collected within five working days. Ryden is concerned and worried about future commitments and the financial challenges of continuing the restaurant business. He is, however, not ready to close down the restaurants. Ryden is keen to sell 50% of his share interest in THSR. Ryden has valued his current business at RM150,000. However, Sandhya feels that the business is overvalued. Moreover, she is unsure whether to acquire one of Ryden's restaurants or to consider a strategic alliance with THSR. Scanned with CamScanner Ge 13 Burines Growth Strategies at SM Holiste twing Academy 107 Village Fusion Village Fusion is a relatively small semi-fine-dining restaurant located in the Klang Valley. The business is doing very well and on average the daily tumover is around RM3,000. This restaurant caters food to a number of offices located around the restaurant. However, this service only operates for 25 working days in a month. The payment for this services is collected from the companies at the end of each month. Hence, 20% of monthly sales is on credit Nathan, the restaurant owner, is getting old and is looking for a partner who will be able to manage the daily operations of the restaurant. He is keen to go on semi-retirement and wants to sell 50% of his business shares to the right investor. He is very conservative and wants to maintain the natural healthy eating vegetarian concept. Nathan values his current business at RM200,000. Nathan is an experienced accountant and therefore he has operated a very conservative policy in respect of the management of the restaurant's working capital and daily operational costs. He ensures that there is no wastage of food at the end of each working day. He assembles the information about the company's forecast end-of-year financial outcomes. These are provided in Appendix 2

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