Strategic business plan for Green Harvest Restaurant (pioneering vegan cuisine in Malaysia)

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Kanagaratnam, Kokhilaveny (2024) Strategic business plan for Green Harvest Restaurant (pioneering vegan cuisine in Malaysia). [Dissertation (University of Nottingham only)]

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Abstract

Green Harvest Restaurant is an innovative culinary venture poised to enter the vibrant vegan dining scene in Kuala Lumpur, Malaysia. The restaurant's core mission is to offer a fusion of globally inspired plant-based cuisine rooted in local authenticity with a strong emphasis on sustainability. Located in upscale Mont Kiara and Hartamas, the restaurant aims to satisfy the growing demand for plant-based options driven by global health and sustainability trends.

Green Harvest's business model revolves around a specially curated menu of 21 vegan dishes, crafted to harmonize global culinary styles with Malaysia's rich agricultural offerings. Complementing its food menu, the restaurant presents a selection of beverages crafted from locally sourced produce, in line with its sustainable ethos. The pricing strategy is designed to be competitive yet inclusive, catering to a broad spectrum of the market. Green Harvest employs a comprehensive marketing strategy, leveraging influencer collaborations, targeted social media campaigns, and community initiatives. This approach aims to foster brand presence, community engagement, and customer loyalty through digital and traditional marketing channels.

To ensure resilience in a competitive market, the restaurant has devised a robust risk management strategy and an adaptable exit plan. Financial projections indicate steady revenue growth, controlled operating costs, and progressive profitability over five years.

Overall, Green Harvest Restaurant is well-positioned for success in the dynamic vegan market of Kuala Lumpur.

Item Type: Dissertation (University of Nottingham only)
Depositing User: Kanagaratnam, Kokhilaveny
Date Deposited: 02 Aug 2024 08:11
Last Modified: 02 Aug 2024 08:11
URI: https://eprints.nottingham.ac.uk/id/eprint/77152

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