Wilshire Boulevard Temple 7-12-17

Business Plan for the
Audrey Irmas Pavilion

R K~Design by em oolhaas

ICONIC

"A Dynamic Building that will
Welcome the World"

2

Audrey Irmas Pavilion

"A dynamic, trapezoidal five-story building" that will The Audrey Irmas Pavilion
welcome the world. will be a 55,000 square
foot event space,
conference center and
gathering place for
Wilshire Boulevard
congregants and the
greater Los Angeles
community.

Located on the Glazer
Campus adjacent to the
Wilshire Boulevard Temple.

Designed by noted Dutch Architect Rem Koolhaas.

Approximately 31,000 square feet of programmable space.

Will be one of the most stunning banquet halls in the entire city,
complete with conference and meeting spaces.

3

GOALS…

Establish gathering place for the Wilshire Boulevard Temple
members, the local community, and open to the world

To provide Wilshire Boulevard Temple with a unique and attractive
location for special events

Provide a revenue stream to the Wilshire Boulevard Temple

‒ Goal: $1M net operating contribution to the Wilshire Boulevard Temple

Marketed towards both not-for-profit and for-profit organizations

To accommodate a wide range of functions including:

‒ Social Events
‒ Meetings
‒ Conferences
‒ Seminars
‒ Cultural Events

4

Irmas Pavilion Key Questions and Issues

Wilshire Boulevard Temple Leadership

▪ What annual return would be acceptable from an investment of

this magnitude?

▪ What annual loss would be prohibitive?
▪ How big is this market by segment?
▪ What is the competition?
▪ Who is the customer in each of the target segments?
▪ How much business can we reasonably expect to capture?
▪ How would the new IP compete with existing venues?
▪ What is necessary to differentiate IP? Is iconic architecture

enough? Famous chef? Other factors?

▪ What are the geographic considerations to IP?
▪ What are the various components to revenue? Would

Irmas Pavilion/Wilshire Boulevard Temple participate in
each segment?

5

SPECIAL EVENT
INDUSTRY OUTLOOK

Catering revenue reached $18.3B in 2015, a 5% increase from
2014 among caterers, restaurants, food service contractors
and hotels.

Growth is forecasted at just above 5% for
2017 and beyond.

This is driven by aggressive expansion 6
into the catering space of limited-service
establishments, the continued growth of
business event-driven spending, higher
wedding spending and a stronger
consumer.

Food and Beverage spending
recently has become one of the
highest drivers of meeting and
event costs, and will be in the
foreseeable future.

Demands from more discerning
customers require new flavors
and tastes to include
sustainability and local
initiatives.

The catering industry has had
to adapt to the increased use
of technology and other
entertainment trends, causing
some decreases in events and
spending

Source Special Events Magazine, “Special Events Forecast 2016” Winter, 2016 and Packaged Facts, January, 2016 7

EVENT MARKET SEGMENTS

Social Catering Social Catering

‒ Weddings Social catering represents 33.5% of the total volume
‒ Bar & Bat Mitzvahs for events nationally. This type of business for
‒ Quinceañeras Wilshire Boulevard Temple will constitute a major
‒ Graduations source of sales.
‒ Reunions
‒ Anniversaries This is a highly competitive but profitable segment.
‒ Other life cycle events
New venues are always welcome.

Range: 75 to 250 guests

Corporate Events Corporate Events

‒ Sales Presentations Regional corporate events represent approximately
‒ Conferences (smaller) 13% of the total volume of events nationally; Wilshire
‒ Trade Shows (smaller) Boulevard Temple should be a larger percentage.
‒ Meetings
‒ Training Wilshire Boulevard Temple’s location sets an strong
‒ Recruiting opportunity. Local (hotels, resorts, conference
centers) competition is very strong.

Range: 50 to 600 guests

* Balance (almost 35%) is split between restaurant/grocery catering and national conventions and catered events 8

EVENT MARKET SEGMENTS (CONT.)

Non-profit & Civic Events Non-profit & Civic Events

‒ Conferences Non-profit and civic events represent 10% of
‒ Fundraisers the total volume nationally. We believe that
‒ Education/Seminars Wilshire Boulevard Temple can have a stronger
‒ Trade Shows play in this category with other area non-
‒ Receptions profits.
‒ Luncheons
‒ Dinners Competition with lower cost facilities (lodges
etc.) will be intense.

Range: 25 to 300 guests

Entertainment Events Entertainment Events

‒ Open to Community Entertainment events represent 6.8% of the
‒ Local Entertainers national average total event volume.
‒ Dinners Local competition is very intense. Should do
‒ Theater Style Events well with Temple related events.
‒ Bars Range: 300 to 800 guests

9

LOCAL COMPETITIVE SET

Wilshire Boulevard Temple leadership identified the following locations as popular
with congregants for special events.

Venues F&B Management Yelp Rating

Disney Hall Patina Restaurant Group 4.6
Skirball Cultural Center Self-operated 4.5
Hillcrest Country Club Self-operated 4.5
The Wilshire Ebell Theatre Self-operated 3.5
LACMA Patina Restaurant Group 3.0
Sephardic Temple on Wilshire Pat's Catering 3.0
Huntington Library Bon Appetit Management Company* 2.5 (3.0 overall)
* New operator in 2017
F&B Management Yelp Rating
Hotels
Self-operated 4.5
Montage Beverly Hills Self-operated 4.4
Beverly Wilshire Self-operated 4.0
Beverly Hills Hotel Wolfgang Puck 4.0
Bel Air Hotel Self-operated 4.0
The London Hotel Self-operated 3.5
Biltmore Self-operated 3.5
Beverly Hilton Self-operated 3.5
The Line Hotel

10

Sample Food & Low High
Beverage Costs Per
Person For A Wedding $160 $200
$260 $370
In Los Angeles $210 $380
$210 $380
Venue $190 $340
$130 $300
La Canada Flintridge Country Club - Grand Ballroom $130 $170
Trump National Golf Club - Grand Ballroom $145 $200
L.A. Banquets - Brandview Ballroom $120 $320
L.A. Banquets - Le Foyer Ballroom $110 $320
L.A. Banquets - Glenoaks Ballroom $130 $350
Skirball Center
Vibiana
Taglyan Cultural Complex
City Club L.A.
The Huntington Library (Bon Appetit)
Sheraton, Los Angeles

11

La Canada Flintridge Country Club Trump National Golf Club L.A. Banquets - Brandview Ballroom

Venue Facility Rental Max. Pricing Comment
Pricing Num.
La Canada Flintridge Country Club - Grand Ballroom Guests Reception package starts at $50 per person
Trump National Golf Club - Grand Ballroom Reception package starts at $45 per person
L.A. Banquets - Brandview Ballroom Minimum/Low Maximum Reception package starts at $50 per person
L.A. Banquets - Le Foyer Ballroom No rental fee for the reception
L.A. Banquets - Glenoaks Ballroom $5,000 $10,000 300 Food & Beverage minimum
6 hours of event time
L.A. Banquets - Legacy Ballroom $1,500 $3,500 300 Set up fee is $500

$6,000 $10,000 500

$8,000 $4,000 550

$6,500 $12,000 450

270

L.A. Banquets - Le Foyer Ballroom L.A. Banquets - Glenoaks Ballroom L.A. Banquets - Legacy Ballroo1m2

Skirball Cultural Center Ronald Reagan Presidential Library Vibiana

Venue Facility Rental Max. Pricing Comment
Pricing Num.
Skirball Cultural Center Guests 15 Event Spaces at Museum
Ronald Reagan Presidential Library Minimum/Low Maximum Food & Beverage minimum
Vibiana 9 Rental locations
Taglyan Cultural Complex $50,000 2,000 Mandatory $6.00 per person surcharge
Sheraton, Los Angeles
City Club L.A. $4,000 $8,000 550 No rental fee
500 Food & Beverage minimum
The Huntington Library 21 Meeting Rooms
$4,000 $8,000 550
Events subject to Facility Use Fee
Must be member of Society of Fellows

Corporations must be Corporate Partner

Taglyan Cultural Complex Sheraton, Los Angeles The Huntington Library 13

CAPACITY ANALYSIS

14

EVENT
CAPACITY

We have prepared the following For planning purposes we have projected
conservative event capacity projections to maximum building capacity at one event per
illustrate the flexibility, efficiency and profit room per day.
potential of Irmas Pavilion.

‒ Many rooms will be able to support more
than one function per day

‒ Room availability was then adjusted to
reflect normalized event frequency

‒ This will yield a maximum potential of over
3,700 events per year

We believe that, with effective marketing, the

design of Irmas Pavilion can support higher

levels of revenue through increased guest

attendance and event frequency.

15

CAPACITY PLANNING METRICS

We have applied catering industry best practices to
the guest capacity requirements for Irmas Pavilion.

INDUSTRY METRICS

Theater Style 10 square feet per person
Classroom Style 17 square feet per person
Banquet Style 13.5 square feet per person
Reception 8 square feet per person
Conference Style or Hollow Square 30 square feet per person
U-shape 30 square feet per person
Dance Floor Space 2 square feet per person, 1/3 of guests

16

IRMAS PAVILION PROGRAMMABLE
SPACE & ROOM CAPACITY

Capacity (SF Per Guest)

Room Square Reception Dining Classroom Theater
Feet
1.01 Event Space 8.0 13.5 17.0 10.0
3.01 Meeting Room 7,026
3.02 Meeting Room 873 878 520 413 703
3.03 Meeting Room 439 109 65 51 87
3.04 Lobby / Lounge 972 33 26 44
3.07 Chapel/Conference 55 72 57 97
5.01 Meeting Room 1,267 122 94 75
5.02 Meeting Room 1,774 158 127
5.03 Meeting Room 222 131 104 177
5.04 Meeting Room 779 58 46
5.05 Meeting Room 473 97 35 28 78
5.06 Open Meeting Area 473 59 35 28 47
5.09 Lobby / Corridor 501 59 37 29 47
T-1 F3 Terrace East 589 63 44 35 50
T-2 F3 Terrace West 482 74 36 28 59
T-3.2 Amphitheater Seating 2,697 60 48
T-4 Roof Terrace 742 337 200 159 270
Total 3,019 93 55 44 74
761 377 302
8,617 224 178 76
31,484 0 0 0 862
1,077
638 507

17

CAPACITY ANALYSIS

Irmas Pavilion will have capacity to accommodate more than
3,780 events serving over 440K Guests per year.

Room Area Availability Guest Dining Capacity

Name (Net SF) 350 Event Days Dining Capacity Max. Annual Guests
Event Space 7,026
1.01 Meeting Room 873 60% 210 520 109,293
3.01 Meeting Room 439
3.02 Meeting Room 972 80% 280 65 18,107
3.03 Lobby / Lounge 1,267
3.04 Chapel/Conference 1,774 80% 280 33 9,105
3.07 Meeting Room 779
5.01 Meeting Room 473 80% 280 72 20,160
5.02 Meeting Room 473
5.03 Meeting Room 501 60% 210 94 19,709
5.04 Meeting Room 589
5.05 Open Meeting Area 482 60% 210 131 27,596
5.06 Lobby / Corridor 2,697
5.09 F3 Terrace East 742 80% 280 58 16,157
T-1 F3 Terrace West 3,019
T-2 Amphitheater Seating 761 80% 280 35 9,810
T-3.2 Roof Terrace 8,617
T-4 Capacity 80% 280 35 9,810
31,484
80% 280 37 10,391

80% 280 44 12,216

60% 210 36 7,498

60% 210 200 41,953

50% 175 55 9,619

50% 175 224 39,135

0% 0 0 0

40% 140 638 89,361
3,780 2,276 449,921
18

Base Year (Year 3) volume is built on 421 events per

year, 11% of Irmas Pavilions’ event capacity

Capacity Events Max. Annual
3,780 Guests
Projected Annual Events 421 449,921
(Base Year) 11%
92,225
Utilization
20%

19

FINANCIAL ANALYSIS

20

INTRODUCTION

The assumptions described herein are those that management believes are significant to the Forecast, or
are the key factors upon which the results shown in the Forecast depend. However, not all assumptions
used in the preparation of these statements have been set forth herein. The Forecast was prepared in good
faith and is based upon a variety of estimates and assumptions, which, although considered reasonable, may
not be realized and are inherently subject to significant business, economic, regulatory and competitive
uncertainties and contingencies. Such uncertainties and contingencies include, but are not limited to
competitive responses, many of which are not within control of the Company and are not possible to assess
accurately.

These competitive responses will have an effect on assumptions made with respect to future business

decisions thereby rendering the assumptions subject to change. Therefore, the actual results achieved

during the Forecast period may vary from those set forth in the Forecast, and the variations may be material

to the overall operating performance. The Forecast was not prepared with a view toward public disclosure of

the forecasted financial information. The Forecast contained herein has not been compiled, reviewed or

examined by independent accountants and accordingly no opinion or other form of assurance is expressed

thereon. Interested parties are encouraged to independently analyze the assumptions contained herein, and

to form their own opinions as to the financial outlook of the business.

21

REVENUES

Irmas Pavilion sales projections are based upon
an understanding of the individuality of concept,
comparable event and catering businesses,
regional market potential and management’s
understanding of operating an event and catering
businesses.

Revenues Per Guest

Irmas Pavilion will adopt a premium price positioning strategy with respect to the market place.

‒ This strategy is in keeping with, what we believe to be, an unmet demand in the market for a higher quality
event business in this area

The following revenues per guest projections are based on the prevailing price ranges in the
Southern California market for high-end establishments, which would be comparable to Irmas
Pavilion.

Many factors influence the final price charged per guest beyond the actual cost of providing
services.

These factors include, but are not limited to, seasonality, demand, time of week and day, and the

individual preferences and budget of the event host. 22

FOOD & BEVERAGE
SALES PER GUEST

Projected sales per guest are
estimated based on discussions with
event planners, caterers, and the
competitive set in the L.A. market.

Per guest revenues do not
include service charges, which
range from 15% to 20% of per
guest revenues, taxes, and
additional fees for items such as:

‒ Entertainment
‒ AV and Telecommunications
‒ Flowers, props and staging
‒ Music and entertainment
‒ Premium food experiences

23

FOOD & BEVERAGE SALES PER GUEST

F&B Sales Per Guest

Event Type Low High Projected

Major Event (500+) $60 $350 $200

Wedding/Banquet $125 $350 $225
Bar/Bat Mitzvah $40 $250 $120
Social Reception $50 $175
Social Luncheon $40 $125 $60
Social Dinner $60 $175 $60
Business Luncheon $40 $125 $90
Business Dinner $60 $175 $60
Business Reception $40 $200 $90
$60

24

EVENT AND SALES VOLUME

Understanding that this business is
subject to seasonal variability, we have
prepared two event capacity matrices,
peak season and off-peak season.

Peak Season represents the 15
peak weeks for events including 10
weeks during the spring and
summer, and the 5 weeks
preceding the December holiday
season.

Off-peak Season represents 35 weeks 25
per year when demand for business is
generally softer

PROJECTED SALES – PEAK SEASON

Peak Season

Projected F&B Sales

Event Type Cost Per Events Per Average # of Total Weekly Weekly # of Annual Peak
Sales Season
Guest Week Guests Guests Sales Weeks Events

Major Event (500+) $200 0.3 800 240 $48,000 15 $720,000 5
1.25 200 250 $56,250 15
Wedding/Banquet $225 1.25 125 156 $18,750 15 $843,750 19

Bar/Bat Mitzvah $120 1 80 80 $4,800 15 $281,250 19
1 20 20 $1,200 15
Social Reception $60 1 20 20 $1,800 15 $72,000 15
3 60 180 $10,800 15
Social Luncheon $60 3 35 105 $9,450 15 $18,000 15
2 150 300 $18,000 15
Social Dinner $90 $27,000 15

Business Luncheon $60 $162,000 45

Business Dinner $90 $141,750 45

Business Reception $60 $270,000 30

Total 13.8 166 1,351 $169,050 $2,535,750 207

26

PROJECTED SALES – OFF PEAK SEASON

Off-peak Season

Projected F&B Sales

Event Type Cost Per Events Per Average # of Total Weekly Weekly # of Off Peak
Sales Weeks Annual Sales Season
Guest Week Guests Guests
Events

Major Event (500+) $200 0.09 800 72 $14,400 35 $504,000 3

Wedding/Banquet $225 0.25 200 50 $11,250 35 $393,750 9

Bar/Bat Mitzvah $120 0.75 125 94 $11,250 35 $393,750 26

Social Reception $60 0.5 80 40 $2,400 35 $84,000 18

Social Luncheon $60 0.5 20 10 $600 35 $21,000 18

Social Dinner $90 0.5 20 10 $900 35 $31,500 18

Business Luncheon $60 1.5 60 90 $5,400 35 $189,000 53

Business Dinner $90 1.5 35 53 $4,725 35 $165,375 53

Business Reception $60 0.5 150 75 $4,500 35 $157,500 18

Total 6.09 1,490 493 $55,425 $1,939,875 210

27

ANNUAL FOOD AND BEVERAGE SALES

BASE YEAR (3)

Events Per Year F&B Sales

Event Type Cost Per Peak Off-peak 50 Wks. Peak Off-peak Annual
Person 15 Wks. 35 Wks. 15 Wks. 35 Wks. 50 Wks.
Major Event (500+)
Wedding/Banquet $200 5 3 8 $720,000 $504,000 $1,224,000
Bar/Bat Mitzvah $393,750 $1,237,500
Social Reception $225 19 9 28 $843,750 $393,750
Social Luncheon $675,000
Social Dinner $120 19 26 45 $281,250 $84,000 $156,000
Business Luncheon $21,000
Business Dinner $60 15 18 33 $72,000 $31,500 $39,000
Business Reception $189,000 $58,500
$60 15 18 33 $18,000 $165,375 $351,000
Total $157,500 $307,125
$90 15 18 33 $27,000 $427,500
$1,939,875
$60 45 53 98 $162,000 $4,475,625

$90 45 53 98 $141,750 28

$60 30 18 48 $270,000

207 213 421 $2,535,750

SALES MIX (BY NUMBER OF EVENTS)

ANTICIPATED SOURCES OF REVENUE

Event Type Events % of Events

Corporate 251 60%
Social 170 40%
Off-premise TBD 0%
Total 421 100%

29

ROOM RENTAL FEES INCOME

All rooms at Irmas Pavilion will be subject to a room rental
fee.

Rental rates are determined based on the reserver’s
affiliation.

‒ Wilshire Boulevard Tem2ple administrated meetings and

events - cleaning charge only

‒ Wilshire Boulevard Temple Members - 50% discount on
posted room rental fees

‒ Non-affiliated - Any for-profit or non-profit organization that
has been approved to use the facilities

Room rental fees would also be charged for events that require extended set-up

time such as: Facility Fee Breakdown

‒ Conferences and Meetings Room Type Capacity Fee
‒ Trade Shows
‒ Major Events Main Ballroom 150+ $20,000
‒ Community Events
Rooms 90 - 150 $10,000

Rooms 0 - 90 $2,000 30

ANNUAL FACILITY FEES

BASE YEAR (3)

Facility Fees

Facility Fee Per Events % Paying Paid Facility Facility Fees
Room Size Facility Fees Occasions
8
Major Event (500+) $20,000 28 75% 6 $114,750
Wedding/Banquet $10,000 45 75%
Bar/Bat Mitzvah $10,000 33 75% 21 $206,250
Social Reception 33 75%
Social Luncheon $2,000 33 75% 34 $337,500
Social Dinner $2,000 98 75%
Business Luncheon $2,000 98 75% 24 $48,750
Business Dinner $2,000 48 75%
Business Reception $2,000 421 75% 24 $48,750
$10,000
24 $48,750

73 $146,250

73 $146,250

36 $356,250

315 $1,453,500

31

PROJECTED ANNUAL SALES

Projected annual sales growth in the initial three years is based on normative
growth for a new business of this type.

Annual sales growth following the third year of operation is based on projected
of 5% growth per year.

Projected Annual Sales

Year Growth Assumption Projected Gross Sales

1 35% of Base Year $2,075,194
2 60% of Base Year $3,557,475
3 $5,929,125
4 Base Year $6,225,581
5 5% $6,566,937
5%

32

SALES PROJECTION

Based on the above event matrices, we have projected a Base Year sales of
$5.9 million for Irmas Pavilion. We project that Irmas Pavilion will achieve this
level of gross sales by the third year of operation.

Projected Annual Sales (Base Year)

Peak # of Weeks Food & Facilities Total
Off-Peak Beverage
Closed 15 $776,250 $3,312,000
Total Gross Sales 35 $2,535,750 $677,250 $2,617,125
2
52 $1,939,875 $0 $0
$1,453,500 $5,929,125
$0

$4,475,625

33

OPERATING PARTNER

34

WITH AND WITHOUT
PARTNER INVESTMENT

35

EARNED INCOME FROM
OPERATING PARTNER

WITH NO OPERATOR INVESTMENT

In this type of management approach Wilshire Additionally, in these arrangements, the operating
partner will guarantee a minimum commission
Boulevard Temple would earn income from sales regardless of the sales level

commissions, and is not exposed to any operating We believe this business opportunity could generate
a guarantee minimum commission of $500K
losses

‒ We normalized these commission rates at 15% for
Food & Beverage, and 75% of facility fees

OPERATING PARTNER WITHOUT INVESTMENT

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5

WBT Commission Revenue 15% $234,970 $402,806 $671,344 $704,911 $744,668
Food & Beverage Sales 75% $381,544 $654,075 $1,090,125 $1,144,631 $1,201,863
$616,514 $1,056,881 $1,761,469 $1,849,542 $1,946,531
Facility Rental Sales
$187,983 $193,622 $199,431 $205,414 $211,576
Total Commissions to WBT $292,800 $301,584 $310,632 $319,950 $329,549
WBT Costs $255,290 $264,388 $273,832 $285,619 $300,161
$736,072 $759,595 $783,894 $810,983 $841,286
G&A -$119,558 $297,287 $977,574 $1,038,559 $1,105,244
Labor & Benefits
Facility Costs $2,224,018 13.4% 44.0% 46.7% 49.736%
Total WBT Costs -5.4%
Net Earned Income

WBT Start-up Costs (Investment)
ROI

EARNED INCOME FROM
OPERATING PARTNER

WITH $1M OPERATOR INVESTMENT

In this type of management approach Wilshire Additionally, in these arrangements, the operating
Boulevard Temple would earn income from sales partner will guarantee a minimum commission
commissions, and is not exposed to any operating regardless of the sales level
losses
We believe this business opportunity could also
‒ We normalized these commission rates at 11% for food generate a guarantee minimum commission of
and beverage, and 75% of facility fees $500k

OPERATING PARTNER WITH INVESTMENT ($1.0M)

YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5

WBT Commission Revenue

Food & Beverage Sales 11% $172,312 $295,391 $492,319 $516,935 $546,090

Facility Rental Sales 75% $381,544 $654,075 $1,090,125 $1,144,631 $1,201,863

Total Commissions to WBT $553,855 $949,466 $1,582,444 $1,661,566 $1,747,953

WBT Costs $187,983 $193,622 $199,431 $205,414 $211,576
G&A $292,800 $301,584 $310,632 $319,950 $329,549
Labor & Benefits $367,738 $375,093 $382,594 $390,246 $398,051
Facility Costs $848,521 $870,299 $892,657 $915,611 $939,177
-$294,665 $689,787 $745,955 $808,776
Total WBT Costs $79,167
Net Earned Income
6.5%
WBT Start-up Costs (Investment) $1,224,018

ROI -24.1% 56.4% 60.9% 66.1%
Operating partner invests $1.0M in start-up costs
37

DEVELOPMENT – CRITICAL PATH

Phase 1 - Concept Ideation & Feasibility Phase 2 – Concept Development Phase 3 – Facility Development

Preliminary Facility Schematic Complete
Conceptual Design &
Brainstorm Assign Project Construction
Architect/ Documents
Financial Design Engineers
Feasibility/ Development Small
Capacity Interior Equipment
Verification Program & Brand Package
Elements
Operations
Project Initial Refined Operational & Program Manual Project
Initiation Site Program Service Support Review & Review/
Located & Business Approval Food Portion Build-out
Plan Review & Systems and Styling Approval
Develop Approval
Conceptual Menu Finalized Manual
Systems
Package Development Management Plan Vendor
Sources &
Program Distribution

Menu/Service Marketing Plan Menu
System Cost
Definition Graphics Analysis
Development
Initial Updated
Concept Refine Estimate of
Renderings Financial Capital Costs
Projections &
FESSEL INTERNATIONAL Business Capital Plan Proforma
Planning Refined
HOSPITALITY CONSULTANTS
Shaded areas indicate completed tasks 38

DEVELOPMENT – CRITICAL PATH (CONT.)

Phase 4 – Implementation

Regulatory Purchase Kitchen
Approvals Equipment Installation
Package

Construction Assign Site Prep Facility Interior
Program General Construction/ Installation
Contractor
Systems Signage
Development Finalize
Systems/ Merchandise Food/Beverage/ Pre-opening
Program Manuals Inventory Supplies Dry Run
Inventory
Business Management Opening/
Planning Team Culinary and Operations
Front-of-House Transition
Assigned
Operator Training
Pre-opening/ Training
Grand Opening Staff Recruitment
Marketing Set Activate and Selection
PR Plan
Finalize
Budget FESSEL INTERNATIONAL

HOSPITALITY CONSULTANTS 39

NEXT STEPS 40

Right size your Food & Beverage Facilities plan

‒ Kitchen & Storage
‒ Remote Service Pantry(s)
‒ Bar Stations

Recommended Management System

‒ Self operation vs Partnership

Outline Operator Deal Points

‒ Terms
‒ Economic Modeling
‒ Wilshire Boulevard Temple Initiatives

Set Development Timeline
Request For Proposal

‒ Evaluation Continued
‒ Award
‒ Negotiation