Marketing Strategies For Lauching a Restaurant

=== Marketing strategies for lauching a restaurant integral ===

University ,,Alexandru Ioan Cuza´´of Iași

Faculty of Echonomy

Specialization: Business and Administration

MASTER THESIS

Research Supervisor:

Prof. univ. dr.

NAME: Zait

Surname: Adriana

Master Student:

NAME:

Surname:

Iași, 2017

University ,,Alexandru Ioan Cuza´´of Iași

Faculty of Echonomy

Specialization: Business and Administration

Title: Marketing strategies for lauching a restaurant

Research Supervisor:

Prof. univ. dr.

NAME: Zait

Surname: Adriana

Master Student:

NAME:

Surname:

Iași , 2017

THIS PAGE WAS INTENTIONALLY LEFT BLANK

TABLE OF CONTENTS

§Contents………………………………………………………………………………………….4
§Introduction…………………………………………………………………………………….5
§Chapter I. Theoretical approach………………………………………..7

1.1. The strategic construction of the business……………………………………………..7

1.2. Economic construction …………………………………….……….……9

1.3Legal and investment construction with particulary review of China legislation….…………………………………………………………………13

1.4. Financial Construction ……………………………………………………18
§Chapter II. Research methodology……………………..…..……….….23

§Chapter III. Case study – Lauching a Romanian restaurant in China……………………………………………………………………….39

§Conclusion/Recomandations …………………………..….……..…..…58

§Bibliography………………………………………………………………………60

§Appendix………………………………………..………………..………63

Marketing strategies for lauching a restaurant

Abstract: The marketing strategy is the foundation of a marketing plan. A good marketing strategy should be drawn from market research and focus on the product mix in order to achieve the maximum profit and sustain the business. A Start up or a company's strategy combines all of its marketing goals into one comprehensive plan.

Key words: restaurant, Romanian, Beijing, market, plan.

§INTRODUCTION

How to build a successful business? If this question had a simple answer, all the business would be successful. No one wants to waste their time, efforts and money to build a missed business. An indication of the complexity of the answer to our question is precisely the fact that many businesses that are born each year are doomed to failure. Few survive the first year of operation. I wander: why? The first answer you will hear from all sides will be that .. the affairs are like a gamble. " There is in the Romanian spirit the temptation of fatalism and the desire to destroy the merits of someone who succeeded in any field, fueling the idea that "luck" and "opportunity" make the difference in business. Moreover, because of such a stereotype of thinking, the Romanian entrepreneur spirit is so anemic.
Business is first built into the imagination of entrepreneurs and then these constructions are transposed into the real world, which is more complex than one's imagination can conceive. A first model that I am proposing is precisely that of complexity. A business is first a dream and then a practical way to tackle complexity. Another serious stereotype is the idea of ​​"business as theft", or the idea of ​​"better poor but honest." Indeed, Romania for the past 14 years has been the scene of many fraudulent businesses, almost synonymous with the theft, and this feeds the inhibition of Honest man in front of the world of business. Moreover, the underworld is sometimes confused with the business world. All these concepts destroy the entrepreneurial spirit from the ground, actually hiding reality: success in business is personal merit, and the construction of a business is the result of higher thinking and assiduous work. If we study different business people who have demonstrated long-term success, we will find a common denominator: common sense. Common sense is rather difficult to define, rather we can trace its components: practical sense, sense of money, sense of time, sense of orientation, sense of ridicule, sense of humor, sense of property, etc. Numerous examples show that they succeed in the business of those entrepreneurs who: have imagination, are creative, show original thinking, have leadership qualities, know (have methods) or know how to deal with complexity. We will deny the role of luck in business, but we will try to build businesses that make the most of any luck, and bad luck and defeats transformed into victories.

§CHAPTER I. THEORETICAL APPROACH

1.1. The strategic construction of the business

In a dynamic economy the basis of innovation is not technology or a product but the business concept. The business concept and the business model are deemed to be the same with the business model simply being the manner in which the concept is put into practice. Business concept innovation according to Hamel is to imagine dramatically different business concepts to create differentiation and wealth. Strategic analysis is concerned with the analysis of the organizations capability both internally and its external environment to match the opportunities and threats in the environments in which it operates. This process is about examining the competitive position of the firm within the industries, markets, sectors and segments that forms its operational environment. This analysis will determine the opportunities and threats to the firm and the standing of the firm within its industry. The internal assessment of the firm is about determining its competencies, and its strengths and weaknesses. This provides an assessment of its resources, skills and capability to undertake the challenges it faces. The process of analysis will determine if the company has any competitive advantages over its competitors, its relationships to its suppliers and customers, its resource strengths and its standing in its industry. These issues and many others form a view of the company and its operating environment and allows for a strategy to be developed. The idea of business concept innovation is to introduce more strategic variety into an industry or competitive domain. If this tends to happen then the value creating potential within the domain will shift dramatically in favour of the innovator. Many companies may be happy to operate with similar strategies but an innovator can radically change this situation w ith a new business model and provide an increase in profits to itself. For example, the insistence of adoption of partnering and other alliances by some major construction procurers have changed the relationship with their suppliers. Longer contracts, smaller margins, more flexibility means that the clients have had the value migrate towards themselves away from the suppliers. Construction clients who have adopted these new models of innovation are in a position to leverage greater value creation for their own businesses. Strategic choice is about making decisions that will determine the long-term strategic position of the firm. Based around a range of options open to the firm these decisions will put in place a plan that will determine how the firm chooses to position itself in the market. The decisions that are taken take cognisance of the strategic analysis of the organization that constrains the options available to decision-makers. A number of options are open to the firm such as growth, retrenchment or stability strategies that can be achieved either through internal measures or through external activity. Michael Porter also popularized the notion that to be competitive, the firm had to follow a strategy of either cost leadership, or differentiation or focus. These strategic decisions are governed by the degree of fit between the proposed strategy and the strategic analysis, and the practicality of adopting the proposed strategy. The implementation phase is about carrying out the strategy through action. From a business development perspective much of the most important work goes on during this phase. The actions taken in business development are critical to the strategic outcomes of the firm. Business development is a key weapon in achieving strategic success. Developing the business is therefore intertwined with the strategy that the organization is pursuing. Strategic implementation is the last phase of the strategic management process. It is about putting the decisions taken in identifying the strategy into practice. Implementation involves the creation of business plans, setting up control and feedback systems, resourcing, budgeting, training and revising organizational structure to ensure the strategy is achieved.

1.2. Economic construction

In order to make a purchase in the market, money is required. Money can be derived from a store of wealth but is typically accumulated by receiving an income. Incomes can be received in the form of salary, rent received from property or dividends from shares. A consumer's purchasing power will be primarily determined by the disposable income that they have left after all deductions have been taken away. In its simplest form this will be gross income minus deductions such as income tax, national insurance contributions, payments to pension funds and so on. This can be expressed in notation form as: Yd = Y – (Ty + Dy)

Where: Yd = disposable income

Y = income from all sources

Ty = income tax dependent upon the level of income Dy = other deductions taken at source that are dependent upon the level of income

However, it is likely that other deductions will reduce the amount of money that an individual has at the end of the day. For example, the consumer may need to make regular monthly payments to cover a mortgage and car loan, for example. It must also be remembered that an individual's ability to obtain a loan with which to make purchases is also dependent upon their credit-scored disposable income. As a consequence of being able to obtain borrowed finance the total potential purchasing power of consumers is likely to be greater than that suggested by their disposable income.

The concept of a market is far from new both in terms of economic theory and in practice. For centuries, people all around the world have traded goods and services in formal marketplaces. Indeed, many of the urban areas that can be seen today have developed around areas originally designated to sell agricultural produce from the surrounding rural areas. In such locations traders initially set up stalls to sell goods to the general public that visited that market. Today, some of these market areas still remain although much of the activity has dissipated into a variety of retail outlets. On the theoretical side, perhaps the best known advocate of the market system was Adam Smith who described the workings of the market as an 'invisible hand' in his famous text An Enquiry into the Nature and Causes of the Wealth of Nations written in 1776.

Moreover, supply could also be affected by variables beyond the farmer's control. Poor weather, or an unanticipated infestation of crops by pests or disease, could lead to a bad harvest. Conversely, better than expected weather conditions could produce a bumper crop. Thus, the farmers and the stall holders were a source of supply aimed at satisfying public demand although situations were likely to arise whereby the market was oversupplied or there were shortages of some items.

Those that visited the market were the source of demand for the goods on sale. The public attended the market to purchase directly for themselves and shopkeepers could purchase in bulk. Shopkeepers would then sell the produce on to the consumer through their shop or outlet, perhaps after modifying or improving the good in some way. The bargaining process that ensued between supplier and consumer dictated that if there was a lack of demand, the selling price of the good was likely to be driven down. This was especially the case if the good was readily perishable and needed to be disposed of quickly. Conversely, prices would be driven up if shortages occurred as people competed for the limited supply.

By looking back at the origins of markets it can be seen that farmers grew crops and reared livestock that were then sold on to market traders who would then, in turn, sell them on to the consumer perhaps in a modified form. The type of output that the farms produced would be largely governed by what people wished to buy. It was obviously illogical to supply products that nobody wanted as they would remain unsold, although occasionally errors inevitably occurred, i.e. too much or too little of a particular good could be supplied as fashions and tastes changed over time.

For example, imagine if a particular type of vegetable was very popular with consumers one year, farmers would be enticed to plant more of it in the next growing season. However, because of the length of time involved between planting, harvesting and distribution, by the time the new crop reached the market, the product's popularity may have dwindled. Such difficulties of time lags would be even more pronounced when looking at the commercial rearing of animals.

However, more detailed analysis may require an examination of a wider range of variables in an attempt to explain more fully the reasons for demand and any potential changes in such demand. Thus, to extend the function, one could attempt to measure the importance of other influencing factors such as expectations, the impact of government policy, demographic issues, to name just a few examples. Which variables are the most important will depend upon the market in question. In order to isolate the impact of each variable they are examined in turn coupled with the assumption that all other variables are held temporarily constant. If this was not done the analyst may believe that a change in the market is due to the variable currently being investigated. However, this variable may be influenced by changes in other variables that are occurring at the same time. The term used for holding all other variables constant is ceteris paribus.

In this way we can see that markets are basically an interaction between the two forces of demand and supply. As a consequence the term 'market analysis' may be interchanged with the phrase 'demand and supply analysis' as they both refer to exactly the same process. The benefits of such a system are that it should operate in the consumer's interest by providing products that are desired by the public. Moreover, if there is sufficient competition the goods should be sold at reasonable prices. However, although the mechanics of the market system are automatic and should need little regulation, there are instances whereby the state may intervene on the grounds of health and safety and ensuring that there is fair competition amongst traders, for example.

In many countries, traditional markets such as that described above continue in existence. However, developments in international communications, trade and technology have enabled us to continue the market process of the interaction between supplier and consumer without the need for both parties to meet at a formal location. For example, the prices of products.

1.3. Legal and investment construction, with particulary review of China legislation

The life-cycle provides a useful framework when considering the legal issues that may affect an entrepreneurial business, although in many respects it is an over-simplification. There will be legal considerations that are omnipresent, for example, taxation, insurance, civil and criminal liability, and directors' duties, In addition, the nature of the business activity may involve specific regulatory requirements that will need to be continually satisfied if the business is to continue to operate. Furthermore, it should be appreciated that the law is not a static concept – it is constantly changing, and therefore provides a rich source of opportunities and threats to the business. The entrepreneur will need to work with a team of trusted legal advisors in order to anticipate and counter these threats, whilst exploiting opportunities as they arise. In the start-up phase, the entrepreneur's prime concern will be securing the appropriate resources to allow him to exploit the chosen opportunity. He will need to choose and set up an appropriate business vehicle, which is often the limited company. In many cases, the venture will involve a new or different product or service, and the entrepreneur will wish to use intellectual property law in order to protect and exploit his competitive advantage. The entrepreneur will also be concerned with raising initial capital, often called "seed-corn funding", to allow the business to commence its operations. Due to the embryonic stage of the business, such finance is likely to come from the "three Fs" – Founder, Family and Friends, and so while some of the nuances of commercial finance can be disregarded, the founder will still be concerned with providing such investors with adequate opportunity for reward in view of the risk they are taking. If the business requires trading premises from the outset, the entrepreneur will also encounter commercial property law, often in the guise of the Commercial lease. Finally, upon commencement of trading, the entrepreneur will need a basic understanding of contract law, together with additional considerations depending on the nature of the business, for example, consumer protection law. It is therefore critical for entrepreneurs and managers to appreciate just how central the law is to effective management in today's global marketplace. The purpose of this book is to stimulate such an appreciation, whilst identifying and exploring the legal issues that are likely to affect an entrepreneurial company as it progresses from startup to exit However, it is not a "do-it-yourself" guide to business law. The key learning outcomes should be the ability to identify the issues, understand the legal context, and know when to seek expert advice. Entrepreneurs should have the ability to recognise legal issues before they become legal problems. At first glance, the law and entrepreneurship can seem to be two disciplines that do not sit well together. A common stereotype is to view the law (and the lawyers!) as simply another hurdle for the entrepreneur to conquer, leaving him free to concentrate on expanding the business as he wishes. However, while the compliance function of the law is undoubtedly important, it is vital that the entrepreneur also understands the broader role which the law plays in the business world. The law can create market opportunities, enable the entrepreneur to marshal the appropriate resources in terms of finance, intellectual property, employees and property, allow the entrepreneur to trade effectively, and finally enable the entrepreneur to realise the fruits of his labour when he exits from the venture. As will be demonstrated shortly, the entrepreneur will encounter a number of legal issues at every stage of his venture, and it is important that these issues are identified and dealt with in the most effective manner so as to allow the entrepreneur to achieve lus goal. During the Cultural Revolution, political struggles put the country's economic and legal developments completely on hold. In the late 1970s, the new leadership headed by Deng Xiaoping decided to modernize the country's industry, agriculture, national defense, and science and technology. Toward this end. China implemented economic reforms and opened its door to the outside world. Economic reforms commenced with the decollectivization of agricultural production. Prior to 1979, agricultural production in China was collective. The agricultural hierarchy consisted of communes, brigades, production teams, and individual households. Farming households were to complete production orders from their production teams. In return, the team leader would give farming households grains and other coupons. Farming households could also keep a small portion of their produce for consumption. At the end of the 1970s, the household responsibility system was implemented. This system allowed farming households to contract with their production teams. Once they had fulfilled the agreed-upon quotas of production, they could keep whatever was left. In addition, they were allowed to engage in sideline production or planting cash crops. Consequently, farming households became much more productive, and their income substantially increased. To attract foreign capital, technology, and management expertise, China passed its first foreign investment law, the Law on Sino-Foreign Equity Joint Ventures, in 1979. Moreover, the government established four Special Economic Zones (SEZs) – Shenzhen. Zhuhai, Shantou, and Xiamen – where investment incentives, such as preferential tax treatment, were offered to foreign investors. Subsequently, the government designated 14 Open Coastal Cities, such as Dalian, Fuzhou, Guangzhou, Shanghai, Ningbo, Qingdao,and Tianjin, to increase the inflow of foreign capital and technology. This open-door policy encouraged many foreign investors and overseas Chinese from Hong Kong, . Macau, and Taiwan to invest in China, and thus, contributed to the country’s rapid economic growth. Calculated at the 1978 constant price, China experienced an average annual GDP growth rate of 9.3 percent in the period of 1978-98. Owing to the success of the household responsibility system, the leadership decided to implement economic reforms in industrial production. As mentioned above, China had adopted a command economy. In this economy, the central government promulgated five-year plans and made annual economic decisions, on the basis of which regional authorities formulated their respective economic programs. Moreover, production from state-owned enterprises was under the supervision of their respective departments-incharge, and their economic performance was evaluated in terms of output rather than profit. Since the state routinely meted out subsidies to lossmaking enterprises, many state-owned enterprises suffered from inefficiency and low productivity. Hence, in the early 1980s, the central government decentralized economic decision-making. Local governments and enterprises were given more autonomy to make economic and production decisions. In addition, enterprise directors became accountable for profits and losses. The preceding economic reforms led to the increased complexity of commercial transactions. In particular, the successful absorption of foreign investment depended on an effective legal system in which the rights and interests of foreign investors would be protected. Most importantly, the leaders at that time, many of whom had suffered persecution during the Cultural Revolution, believed that a sound legal system was indispensable to protecting citizens' basic rights and contributing to the country’s political and social stability. Hence, efforts were undertaken to rebuild a socialist legal system. For example, the Ministry of Justice was restored in 1979, legal education was revived, and courts were reopened. Since China commenced legal reforms in the late 1970s, numerous laws, regulations, rules, and decrees have been promulgated. Notwithstanding the sheer volume of legal norms, lawmaking in China has been plagued with problems. For instance, people's congresses at various levels were criticized for being "rubber stamps." In addition, different lawmaking entities issued inconsistent legal norms on the same or related subjects, and laws and regulations passed at various times contained conflicting provisions on the same subject. Thus, it was unclear which legal provision should govern. Furthermore, government rules were issued, amended, or repealed without immediate or widespread publication, which made it difficult to tell whether a certain subject was being regulated or a particular rule was still in effect. In view of these problems, the NPC enacted the Legislation Law in 2000. Together with the Constitution, the Legislation Law provides clear and uniform guidance on legislative activities. According to the Regulations on the Administration of Representative Offices of Foreign Law Firms in China, foreign law firms are allowed to establish representative offices in China if they meet certain requirements and receive permission from the Ministry of Justice. The requirements are as follows:

The foreign law firm must have lawfully practiced law in its own country and have not been punished for any violation of professional ethics or disciplinary measures.

The representatives of the foreign law firm in China must be duly licensed lawyers and members of the relevant lawyers association, have practiced law outside China for at least two years, and have never been criminally punished or punished for violating professional ethics or disciplinary measures.

The chief representative must have practiced law outside China for three years and be a partner of the foreign law firm.

The law firm has practical needs to establish a representative office in China.

Legal issues will affect the entrepreneur at every stage of his business venture.However, entrepreneurs do not need to be experts in the law. They simply need to spot legal issues before they become legal problems. Entrepreneurs can also use the law as a strategic management tool, in order to manage the risk of a new venture and maximise the potential reward. Entrepreneurs should assemble a team of trusted and experienced legal advisors to help them use the Jaw to achieve their business goals.

1.4. Financial Construction

Both financial and non-financial corporations are simultaneously managing several aspects of the business: developing and executing corporate strategy in the light of competitive anil macroeconomic dynamics, and optimizing marketing and sales initiatives. In addition, end- to-end product management, financial management, customer relationship management, operational effectiveness, human resources management, investor relations, and internal management leadership are areas that top executives spend a lot of time on. However, the ability to spread operations across more markets is often accompanied by greater volatility in many of those markets. The higher average growth rates in many Asian and Latin American economies are accompanied by the increased political risk of policy instability and economic risks of hyperinflation and financial market fluctuations. The CFO facing a global marketplace must often seek higher returns in emerging and non-traditional markets, anil must manage the increased risk often associated with growth expectations. External conditions form the essential platform based on which corporate finance decisions are optimized over time. Increasingly, this external environment must be understood in a global context, as corporate markets, suppliers, and competitors commonly operate within a multinational framework. Nearly every dimension of corporate financial position can lx- affected by changes in the business environment. If we look at a typical firm’s income statement, for example, both revenue and cost dimensions can be affected by numerous factors that should be anticipated in a planning exercise. Thus corporate profits are critically affected by the inter-play of economics-driven factors affecting both the revenue anil expense sides of the income statement on a global basis for larger firms traditionally limited to domestic markets. In any corporation, the chief financial officer (CFO) plays a pivotal role – aligning business strategies with the financial capabilities of the company, and shareholders’ demands for value creation with the chief executive officer’s (CEO’s) leadership of the business. Pricewaterhouse Coopers’ recent global survey of 1,000 CEOs from 43 countries from Europe, North America, South and Central America, Africa, and Asia-Pacific shows that corporate finance plays the quintessential role in corporate strategy and leadership. In addition, a renewed focus on corporate sustainability indicates the vital im[x>rtance of strategy, execution, and risk management to the continued profitability of the company. Seventy-one percent of CEOs said that they would sacrifice short-term profitability in exchange for long-term shareholder value when implementing a sustainability program. CFOs are spending a growing proportion of their time with the CEO anil business unit executives. They lead many enterprise-wide improvement initiatives, and participate in many others. This is partly because CFOs hold the financial key to all critical decisions. External financial market conditions form a significant part and context of the company’s financial policy and planning. Similarly, external economic trends, and dynamics of industry competitive forces should be incorporated in corporate strategy and planning. Markets in which corporate financial instruments – equities, bonds, credit derivatives – are traded continue to exhibit considerable volatility. Nonetheless, mature capital markets remain resilient and broadly open to funding needs in both the US and European financial centres. An understanding of the characteristics and trends within domestic and international financial markets helps in understanding how financial comparative advantages can be exploited to create value. As global operations require an international context for financial decision making, it is important to understand that different regions and countries of the world have their unique differences. A consumer products company with operations in the US and more than 90 subsidiaries worldwide formed a new business strategy aimed at improving profitability and cash generation. The new CFO took a double-barrelled approach to change. Starting with financial strategy, he used shareholder value analysis techniques to benchmark the company against peer group competitors, revealing major opportunities for value creation.

Strategy implementation involved overhauling the capital investment appraisal process, and incorporating new, value-driven targets in medium-term plans and annual budgets. Accountability was sharpened by overturning the performance measurement system company-wide, replacing it with a smaller number of more strategically relevant measures, linked to target shareholder value improvements. Taken down to a personal level, this meant relatively junior front-line managers now had clear goals, harmonized with overall strategy.

After a global review of treasury risk, new hedging policies were introduced, reinforced with systems that provide an up-to-the minute picture of worldwide exposures. A stronger mix of debt-to-equity funding cut the cost of capital. Germany and Japan in particular, and less-developed countries in general, are often said to be "bank-oriented" economies in the sense that a high proportion of company financing in these countries is channelled through banks rather than directly from capital market security issuance. In contrast. Britain and the US are referred to as “market-oriented” because public financial markets play a more important role in company financing. As a result, companies in Britain and the US, on average, have relatively higher equity financing in their capital structures compared to their German or Japanese counterparts. Sluggish economic recovery prospects impact the price-earnings ratios as these expectations are internalized by market participants. Conditions in the corporate bond markets need to be closely monitored to optimize fund sourcing. Global competition requires that companies sell their products or services wherever it makes market and financial sense to do so; and access to capital is an around-the-clock and around-the-world-business. At the core of this trend is the increasing interaction across borders, both economically and financially. Globalization of markets, coupled with constrained growth in domestic markets, have spurred rapid growth in global trade and investments. At the same time, innovations in financial instruments allow corporates and financial institutions to further optimize on fund and risk exposure management. Global financial markets have continued their disintermediation: the provision of credit moved from banking systems to markets with many sources of corporate funding resulting in distinct markets for equities, corporate bonds, commercial paper, and bank loans. In the past, pricing in these markets operated largely independently of each other, although each responded to the same broad economic forces. Accounting is concerned with the recording and provision of financial information to the individuals who run firms and to outsiders. Wccan classify these users’ of accounting in the following way: the owners of the business (its shareholders), management, other employees, suppliers and customers, lenders and agencies of government such as the tax authorities and various regulatory bodies. Of these the most important have traditionally been those who provide the cash the firm requires for investment (its capital requirements) and for managing the peaks and troughs in its cash balances caused by trading (its working or ‘operating’ capital requirements). Finance is concerned with the process of raising capital from the financial markets and covers subjects such as the operation of the market for short- and long-term finance, sourcing the most appropriate form of capital, making good investment decisions within the firm and calculating the cost of the capital the firm employs. The accountant as historian and information provider also has a pivotal role in the planning and budgeting process. As we will see later in this book, business planning and budgeting fulfils a number of functions, but most importantly it allows the managers of the business to summarise their expectations and beliefs about the future. The accountant provides the financial evidence required to justify those beliefs. The past is not a certain guide to the future, but in an uncertain world a good understanding of how business decisions have been made and turned out in the past, and a clear understanding of the current financial position ofthefirm. is the next best thing. Typically, the accountant will be able to generate future estimates of revenue (or. to use the accountant’s term, turnover) and costs, and to produce summarised data in the form of projected statements of account and financial measures such as ratios and percentage changes from plan.

§CHAPTER II. RESEARCH METHODOLOGY

For the application section, I chose as a research method the case study on some articles in the press about the transmission of manipulation to the reader. The objectives of the research are to determine whether the procedure used in the case in question has been effective and to propose alternative assumptions for resolving the crisis. The procedure corresponding to this method implied: determining the role of the case introduced in research in function of the goals and goals set in advance; Providing the theoretical framework needed to solve it; Adapting the case's difficulty to the level of the theoretical framework and applying the method in a way that proposes future solutions in similar crisis situations. The relevance of the choice of the research method can be motivated by the following arguments: The studied case represents a field for multiple observations, but also for the use of other methods (interview, social biography, etc.) necessary to gather useful information. The case study allows to see the connections between social phenomena Are too complex to be approached through the investigation or experiment. The case study is an empirical survey on a contemporary phenomenon in the context of its life, in which the boundaries between phenomenon and context are not entirely obvious and where multiple sources of information are used. We also chose the case study for the fact that commercional media text (whether of what it is sold by them: products, political power or business) research situation, or the manipulation process in principle, implies that the number of practical variables is higher than the number of theoretical analysis units. However, the case study is not used to discover statistical frequencies in social life, but to highlight significant aspects useful in the scientific knowledge of social life, including in the theoretical elaboration process. The case study can be used in a variety of areas such as: central and local public administration, , social activities, managerial, legal or financial consulting, criminology, management, politics, personality studies, sociology, social assistance. Everyday social life, with the help of those involved in it. We describe the conditions, the resources, the values, the norms, the factors, the actors, arming us with a hypothesis (which we can shade) with which we "traverse" the situation and we try to capture its complexity.Fill the information with official documents, Conversations. Studying a case, knowledge, intervention skills can be learned, can enrich the theoretical knowledge stock or check the "power" of a theory. "The world studied by social sciences is a world of the individual, made up of individuals, organizations, cities, groups, states, provinces, nations. The objective of science is to overcome this level, to reach a higher level of generality. However, generalization does not eliminate the importance of particular events. In fact, the real purpose of the transition from the individual to the general is a better understanding and knowledge of cases that are facilitated by generalizations. "There were several study limitations that could not be removed from the project or became apparent during the research process. Overall, these limitations do not reduce the contribution of the study to the literature. However, they show how far the study can be generalized either for citizens and organizations in Romania or for others. There are several limitations in the application of findings to other populations. One of these limitations is that the findings can be culturally distinct. Culture is known to be a factor in purchasing decisions and has proven to influence research. As a result, it may not be appropriate to directly apply these findings to a population from another culture. Another potential limitation is that the representativeness of the sample is uncertain. This means that it is difficult to generalize the findings of demographic groups. Account should be taken of the potentially unrepresented nature of the population when using these results of the study. This is the most important potential and most difficult to limit, as collecting demographic data at the required scale would be a significant burden. During the research stages the data was chosen, the analysis and the elaboration of the research report were followed. Regarding the fulfillment of the conditions for performing a quality research using the case study technique, data from social documents, archive data, interviews, direct observation, participant observation, as far as possible, were merged. The establishment of certain facts was accomplished by triangulation (call to three data sources). The research questions are: We can build hypotheses that make the phenomenon understandable through.

Because it is one of the growing economies, whose GDP will surpass that of the US around 2020 and whose population is 1.3 billion people, of which 50% live in the urban area.Although in theory the government focuses on the protection of intellectual property, things are not so in practice. The Chinese are very good imitators. So, expect your idea to be put into practice in 10 different styles.In America, a good idea might hurt some imitators, there is no limit in China. Rumors say here you can find at least 5000 Groupon clones and 100 different Android imitation stores.Tactics can be vicious and you could wake up at any time by the big Western companies for theft of intellectual property.The more your site is busier, the more crowded the Western themes, the more successful you will have. Analyzes in China suggest that the percentage of clicks received is higher than in clean and airy US sites.Chinese users have a different internet experience. In China, so-called Internet users did not see an email in their lives because they spent time on Messenger QQ.In addition, Internet giants like Yahoo, Facebook, eBay, Google, Twitter are bankrupt services in China for various reasons. The Chinese government has a careful observation of everything that happens on the Internet. Therefore, you can not take a step in the tech world without the approval of the authorities.From a technical point of view, start-ups are far behind. There are few reliable cloud infrastructure services like Amazon Web services, Heroku or Google Apps, and Chinese developers are a generation behind the technology.Investors outside China hardly get a chance.No one in China trusts people who are outside their circle. The only way to succeed is to learn to love Chinese culture.You can be an investment guru, but a business in China is like a business alphabet. Everything may seem, in the first instance, as in the wild west. The difference between the West and China is that in the Asian state the risks are much higher. In addition, the struggle between companies is fierce. For example, expect your opponents to buy your customers.If, despite all of these, you still want to open a start-up in China, prepare to spend a lot of money on office space.Most Chinese workers prefer to work for a big company. Therefore, if you do not plan to rent large, properly arranged offices, do not expect to receive too many candidates for the job interview. It also focuses on salary. Chinese salesmen do not show too much loyalty, but you can make them "friends" through the generous bonuses you can offer. In China, average salary ranges between $ 1000-1500 / month, while a top employee can even get $ 2500 / month.Workforce here is cheap, so companies tend to hire more workers than they need. A "cloned" company in China can have twice the number of employees in the original US company. In 2011, on the occasion of Prime Minister Boc's visit to China, Oilfest Company Manager Mihai Borceanu told MEDIAFAX that he has proposed to his Chinese companies a proprietary invention, a substance that can neutralize oil spills at sea for a delivery price of between 8,000-10,000 euro / ton. He argued that 6,000 tons of crude oil had recently been discharged into the East China Sea in the Gulf of Bo-Hai, so Chinese companies were interested in this substance. In turn, representatives of Vânju Mare have handed out more samples of wine from the Prince Vlad range to Chinese businessmen and agreed to wait for the Chinese in Romania for wine cellars and vineyards this autumn. Romanian businessmen also proposed to the Chinese and the establishment of architectural firms in the Hong Kong-Shenzhen area, relying on the fact that after the completion of the construction works for the organization of this year's University, the architects brought to this purpose from several parts of China They still have work now. Representatives of the Romanian construction companies coming to China have told MEDIAFAX that they want to recruit these "quasi-unemployed architects" and to make many architectural projects in China for both European states and Romania. Other collaborative projects discussed were related to IT & C, aeronautics, furniture, medical electronics, and a new visit to China will be organized by the Romanian Chamber of Commerce and Industry in octomber 2011.

The performance of Global Art Production (GAP) in Târgu-Mureș started with a failure. Ștefan Ormenișan, a 38-year-old journalist graduate, now the creative team of the team, met Victor Șerban, a 33-year-old sociologist, now the company's financier, and designed a large-scale printing company for outdoor advertising. The year was 2007 and started working with a "big credit, a chore on the head. We took a large American format printer that cost a lot of money and that has forced us to a fairly high production cost" The next big step was made in 2012 when they began to export.They chose to democratize art and make it a business. Everything without rebelling in quality, because this is the winning book in the game with China. Two young entrepreneurs run a business that exports, in ten of the most important countries of the world, paintings and interior products "made in Transylvania", designed in Târgu-Mureș or London, and made by talented young people. Or why not? The gifted and talented. I do not think I'm wrong if I say that, considering that they only sold in England in one year, 130,000 paintings of a single client, Stefan Ormenisan and Victor Serban, seem to have sold in the six years of existence More pictures than all Romanian painters together since painting and selling paintings to us. The first collaboration was with Leroy Merlin in Greece after they were already working with the company in Romania.The talks lasted for about a year – they actually found that the time The need to complete a contract is generally around one year, and now works on the domestic market, both in the private label area and with its own products, with all the big DIY companies – Leroy Merlin, Hornbach, Kika – As well as on export, with giants such as Next Home, Debenhams, with whom they hit the palm just two months ago, or Sainsbury. "We have the advantage of being a producer in Eastern Europe, which has a strong asset, since the dollar has risen to the euro, the labor force has risen in China and the companies have begun to return to Europe. We do not have the same prices, But we are in the same area. New customers ask us how we have prices for China, and I tell them that we do not have almond eyes, that we are in Europe, "smiles Stefan Ormenisan. GAP currently has 35 employees and will end this year with a turnover of over one million euros. Estimates go to 1.5 million euros in turnover next year and to 5 million over three years.

China is back again after many decades of playing only a minor role in the world economy. Today's hopes and expectations of many companies seem to concentrate on this country in the Asian power region. But along with positive attitudes also come fears, disappointments and failures. In any case, however, China is clearly a new evolving economic world power. China is re-gaining strength and seeking its position in the world which has changed so much since the times when China w as ruling for centuries. Since entering the WTO, China's economic progress and power have become obvious not only to experts, but also to many people around the globe, as the press and news coverage has reached new highs. There arc positive sides like success stories of western companies, and negative sides like China's demand for energy and raw materials. The dragon s thirst is presented as being one driver for higher consumer prices such as gasoline in Europe and the US. The giant China needs to be ‘Ted ’. To master the challenges and opportunities of today and tomorrow remains the key objective for companies to succeed in China. From our perspective the main tasks arc to:

Adapt your products and services to local demand.

Build strong brands to overcome price and copyright problems.

Position your company and your products in the relevant segments. Create strong relationships and partnerships where necessary. Determine the right strategy with a realistic business plan.

The outlook for grow th seems to be realistic, even if the grow th rate slows down. In various industries, local competitors have grown very powerful w ithin the Chinese markets. They have even started to conquer the world. China will remain or become a very attractive region for production facilities, R&D departments, and a market for strong brands and good products. The time is over, how ev er, when Chinese customers accepted second-class products. China is becoming the market of the future – a real one.

As a consequence of this onslaught of new concepts and patterns, not only is consumer behavior in China not homogeneous, but it is anything but stable as well. Buying patterns, product and brand preferences, etc. arc still in a state of flux and prone to change quickly. All these market facets and developments make it extremely difficult to enter – and prevail in – the Chinese consumer market.

The first issue to be tackled, however, is to define the relevant market. What arc the real dimensions of the Chinese consumer market? Looking at the statistical data it becomes obvious that China's private consumer is no exception to the dynamic developments of the Chinese economy. In 2004 retail sales increased by 12.53% to 4.484 bn yuan RMB (ca. 460 bn euro) and in 2005 they grew by another 12.6% to 5,049 bn yuan RMB (ca. 490 bn euro).2 In 2006 similar growth rates arc expected. These figures already make China one of the largest ten retail markets worldwide today, and given its exceptional growth rates, China might rise to number five in the next few years. The foodstuff industry in China, accounting for over 70% of the agro- proccssing businesses in Hunan, will undoubtedly lead the development of these industries. This industry should promote the transition from raw material-based food to deep processed food for the consumers instead of only finding a way out for agricultural products. The central cities and the suburban areas should, according to the trends of food consumption, focus on the development of convenient, healthful and nutritious food and substitutes for staple food. At the same time, certain food varieties leading the future food consumption should be singled out for key development so as to improve the people’s quality of life. On the other hand, the situation of blind production and isolated operations prevailing in the centrally-planned economy should be ended. The market should guide the readjustment and development of the processing industries, which in turn guide the readjustment and development of farming and breeding.

In what it is concerned the ways of development of China’s state-controlled firms in transitional China., polarization has emerged among the state-controlled firms since the beginning of reform in China. Some have grown and continuously expanded their market shares, while the less competitive ones have found survival from the fierce competition increasingly tough.: First, in discussing the business strategies, the study identified the processes by which firms are able to maintain dynamic strategic fit in a changing environment. Our research explicitly incorporates this dynamic perspective into the study of the fit between firms and their changing institutional environments. Second, our analysis has shown the dominant view that state-controlled firms are associated with fewer positive learning strategies should be reconsidered. State-controlled firms are not all alike. Managers of competitive state-controlled firms in general have more managerial autonomy than do managers of less competitive state-controlled firms, and act in a more entrepreneurial and market-inspired competitive spirit. Third, the evidence found in the cases in the context of China’s transition economy is not a repetition of the dominant theory that the strategy configuration is directly influenced by the type of ownership an organization has . It could be argued the aspect that that the state- controlled firms are not necessarily less positive in using exploitative and explorative learning strategies than the firms with private ownership. In this light, private ownership is neither a necessary nor sufficient condition for market-oriented learning strategies. The cases studied here constitute a potent challenge to the widely held view that private ownership is an indispensable prerequisite to market-oriented learning strategies.

In 1990, the Dutch organic certification body SKAL inspected and later certified a Chinese tea plantation, which became the first organic farm in China. Four years later, the earliest Chinese organic certification body. OFDC. was established. By 1995. altogether almost 45.000 ha of land were reported to be certified as organically cultivated in China. If the SOL is right with its estimation, the certified organic production area increased to more than 100.000 ha in 2001. plus about 200.000 ha that are cultivated according to organic standards, but still have not received an organic certificate. Nevertheless, this is only 0,06 % of the total agricultural land in China. Organic farming continues to show a rapid development world-wide. On the Asian continent the total area of organic production still is relatively small, but the interest in organic is steadily increasing.. According to a SOL-survey, among the countries in Asia “ China heralds perhaps the highest grow th potential for organic farming] in the near future.” The Chinese organic development is only a few years old. but more than one third of Asia's total area under organic management is already situated in China..Tremendous growth rates have been evolving in all fields of the Chinese organic industry and market. Chinese economic growth rates may send many people into raptures, but the agricultural sector is usually excluded Trom this enthusiasm. Being the problem child among Chinas economic sectors, agriculture is characterized by its low productivity and sluggish development, negatively affecting the national development, and in particular, a rural upturn. Under these conditions, the emergence of environmentally friendly farming – including organic agriculture – gives rise to great hopes, since these approaches are expected to have positive influences on economic, social and ecological fields.

Chinese and Western meals are different. Differences include the food itself, how individual food items are cut and cooked, and how dishes and meals are served. This is true in family settings at home and when a meal is eaten in a restaurant. In China today, main meals are lunch and dinner. For those who can afford it, they almost always consist of several dishes and at least one main staple food. For those with little, a meal can include the staple and perhaps one other dish. Each dish is served on its own platter or bowl. Food is not put on an individual’s plate, except for the staple, and that is almost always served in a bowl. Using chopsticks, people help themselves to food on the serving dishes. They select one or a few morsels at a time and take them in any order they please. Another difference is that dishes are made to accompany and flavor a large amount of a staple or fan food. That fan can be rice, noodles, or another grain food. People eat the staple food alone or between items selected from the serving dishes of cai foods that might be plant, animal, or a mixture of both. There is usually more staple food in a large bowl available should they want more, and many do. Chinese and Western beverage consumption is also different at main meals. The beverage at most Chinese meals is soup. A secondary beverage can be the liquid that vegetables or noodles were cooked in. Soup can mean just one soup or several at any one meal. In the home, the bowl or tureen of soup is set on the table. Diners help themselves when they want some and almost always have some at the end of the meal. Rarely do they have it when the meal starts. In restaurants or when there are guests, soup is usually served and the remainder is set on the table for diners to help themselves should they want more. Accommodating Westerners, Chinese restaurants outside of China and those expecting foreign guests in China serve the soup first. Wine, beer, and/or hard liquor can accompany a meal. Beverages such as soda or tea rarely do, except at formal meals such as banquets. Tea is usually served before or after meals. In and around Guangzhou, it always accompanies dim sum, is available at other snack times, and is available at meals in a few homes and restaurants. Like meals, snack dishes come on their own plates. Diners help themselves to the one or ones they desire. Snacks can be one or more items, some served with a dipping sauce or two; and at snacks, beverages can be whatever the diner wants. This might be boiled and cooled water, boiled water still hot or warm, tea, and recently coffee, soda, or any other beverage. Rarely are alcoholic beverages served with snack foods. Another difference between Chinese and Western meals is that in homes all cooked dishes and soups are placed on the table before anyone sits to eat them. The number of soups and main dishes is not fixed, and cold soups or more can be had at each meal. The number of main dishes is often determined by a family’s affluence. Generations ago, when food was less plentiful, a family would have but one or two cai dishes with or without soup. Now many more dishes are served at a single meal to accompany the fan or grain food. The number is now usually three or four dishes and soup. If a family includes five or six persons, then five or six main dishes are usually served. It is not uncommon for the number of dishes to be close to the same number as there are diners. No matter the number, cai dishes are always served with one or more grain foods. The quantity of grains almost always exceeds all other dishes combined.

China, with more than 1 billion potential consumers, will provide much of the growth in demand for tourism as well as consumer products over the next several decades.48 An open- door policy on the part of the Chinese government has made China the largest recipient of foreign direct investment among developing nations and second among all nations (after the United States). Nevertheless, there are risks and difficulties for foreign firms operatting in China. Rising land and building costs will make development choices more critical, even as intra-Asian and domestic travel are poised to grow dramatically. While many Western hotel companies have turned their attention to Asia, many Asian hotel companies continue to prosper.

A common currency (the Euro) and reduction of trade barriers among many European countries have created a more open market of 340 million consumers. Also, differentiation is easier to achieve because organizations can draw freely from the strengths of each nation. Privatization programs in the United Kingdom and elsewhere and a fundamental restructuring of the financial capital markets in countries such as Germany have put a lot more assets into the hands of private citizens. Companies that have businesses in Europe already enjoy the advantages of a typically well-educated workforce, a well-developed infrastructure, a sophisticated level of technology, and high consumer demand, all factors that are associated with First World countries.

Restaurant chains are making strides in Europe, attracted by the size of the market and the consumers’ growing interest in American food. For example, Fosters Hollywood restaurants franchisee, Madrid-based Grupo Zena, operates these restaurants across Spain and has found that American-themed casual dining is a natural culinary product for young European consumers who view American food as being like Italian, Chinese, and Korean. Nevertheless, chains are a smaller part of the European quick-service sector, and consumers in different countries have unique preferences. A study of the ways consumers outside of the United States use fast-food restaurants revealed that in France, Germany, and Spain, the sandwich-bakery.

First we have to understand the basic principles that help capitalism flourish. One is property rights. We need the ability to trade your property, and to trade it to pretty much whoever we want. Another is the rule of law—laws and regulations that are well understood so that we can factor them into your business decisions. The rule of law has to be applied equally to everyone, for example, if Whole Foods goes into a city and is told our cheese has to be refrigerated, it's fundamentally unjust if that rule isn't applied to our competitors as well—which. We might add, does sometimes happen in New York City. We also need to have conscious businesses—that is, businesses that become conscious of their higher purpose, which is not just about maximizing profits and shareholder value. Second, we have to recognize the stakeholder model: Customers, employees, investors, suppliers, larger communities, and the environment are all interdependent. We operate the business in such a way that it's not a zero-sum game.Third, we need what we call conscious leadership. We could also call it servant leadership. Leaders identify their own flourishing with the flourishing of the organization. They're trying to serve the organization and its purpose. Fourth, we have to create a conscious culture—a culture that allows the organization to fulfill its higher purpose, implements the stakeholder model, and enables conscious leadership to flourish.I think business enterprises are like any other communities. They can aspire to the highest values that have inspired humans throughout time. You can use different value models, but I like Plato's the good, the true, and the beautiful. Add the heroic to that—meaning changing and improving the world and standing up for what you believe is true and right and good. I think Whole Foods's highest purpose is a heroic one: to try to change and improve our world. That is what animates me personally. That is what animates the company.. We were in some variant of service— that was really about fulfilling the good. The team members consistently told that it is wrong, that we had a different purpose. It was this more heroic purpose.That gets back to the second principle of conscious capitalism—the stakeholder model. I think it's deep in human nature to think in terms of the zero sum. If one stakeholder is winning, someone else must be losing. It comes from sports, where there is one winner and lots of losers, and this idea of a fixed pie, where if someone is getting a bigger share, someone else has to be getting a smaller piece, and what's needed for sociai justice is to make sure people get equal pieces. But a conscious business recognizes that you can have an expanding pie, and potentially everyone can get a larger piece. We could give a simple example: management's job at Whole Foods is to make sure that we hire good people, that they are well trained, and that they flourish in the workplace, because we found that when people are really happy in their jobs, they provide much higher degrees of service to the customers. Happy team members result in happy customers. Happy customers do more business with you. They become advocates for your enterprise, which results in happy investors. That is a win, win, win, win strategy. You can expand it to include your suppliers and the communities where we do business, which are tied in to this prosperity circle.

China has been out of poverty through its actions in the last 30 years and is beginning to grow at a rapid pace. That is why China is a huge market for consumption. China's policy to invest in education has begun to bear fruit. Young people are becoming more and more prepared, and the government is investing more and more in research. Two comparative examples: Huawei (China) has 150,000 employees out of which 68,000 in research; Cisco (USA) has 66,000 employees, of which 22,000 in research and development. Walking on the street, in the subway, wherever you see a lot of people who are continually using mobile phones for Internet-connected applications. At present, 60% of the 618 million Chinese are connected to the Internet. And internet penetration in China started just four years ago. China's internet consumers spend six hours a week more than those in the US. The Chinese are attracted to messaging and online videos, even though games and social networks like Renren have been introduced. Currently, the biggest internet consumption is in China. And Marissa Mayer from Yahoo had a good strategy to enter the market here. China is now discussing corruption, as is the case around the world. Chinese President Xi Jingping said recently that he fought the anti-corruption fight, hoping to diminish it. The good part here is that all the projects go to the end, in time and with respect to the budget. And the ordinary citizen can also win. Today, more than 50 million people in the world begin to learn Chinese annually. As a result, more and more high-tech companies are looking to deploy keyboard applications in this language. How is the success of this country explained? By developing on three levels: production (internal and external demand, new projects); Strategies with clear objectives and quick decisions; Implementing the projects and finalizing them in the estimated parameters. Until 2012, China was managed by engineers, most of the state's positions had this training. To do business with China you need patience. The relationship with them builds with small steps in time. In addition, you need to understand their mentality, to perceive China through their eyes, not those of a tourist. Show yourself interested in them and their habits. Try to understand them, to have the global vision. Some aspects of Chinese culture:time is not exactly what it is in our sense. It dilates, the relationship is built in many years. Minimum 10 years, the truth is relative. For the Chinese harmony is above the truth, so the truth must not be said directly, it can be avoided if it contributes to harmony. Nobody should be allowed to admit that he was wrong because he would lose his reputation. Aliens who lose their reputation in front of the Chinese are no longer respected, competition is remarcable. Everything means contact with the right person. The social group is important and strengthens at the dinner. The leader is only one and must be respected.. Interesting topics for Chinese are astrology and the signs of the Chinese horoscope. They are attracted to these topics and this can help strengthen their relationship with them. To do business with them you must always come to China to be here. Additionally, you need to adapt to the markets here – see the success of Ikea who delivers the products and assembles them at the customer's home because the Chinese do not like to assemble their own furniture. Or KFC who came with chicken products after Chinese recipes. If you want to do business with China, look at the examples of others who have been successful, follow the evolution of the market and make the decision. You have to have an overview – many companies that were small a few years ago are big and have a stunning turnover. China's market has enormous potential for all kinds of products.

§CHAPTER III. CASE STUDY – LAUCHING A ROMANIAN RESTAURANT IN CHINA

The company: " Dinner with Dracula" is a company whose main field of activity is in the tertiary sector (services), respectively a Romanian restaurant. The name is approximate, depending on legal compliance in the field of copyright, from business registration. It was also chosen as a Dracula brand, knowing that Romania benefits from a large share of Chinese tourists in the Bran area. This restaurant is set to open in Beijing , China, and will offer high-quality services to those of competing restaurants. Why did we choose Beijing ? Because it is a good place to find more tourists and local clients. As Beijing has been the capital of China for centuries, its cuisine is influenced by culinary traditions from all over China, but the style that has the greatest influence on Beijing cuisine is that of the eastern coastal province of Shandong. Beijing cuisine has itself, in turn, also greatly influenced other Chinese cuisines, particularly the cuisine of Liaoning, the Chinese imperial cuisine, and the Chinese aristocrat cuisine. Another tradition that influenced Beijing cuisine (as well as influenced by the latter itself) is the Chinese imperial cuisine that originated from the "Emperor's Kitchen" (御膳房; yùshànfáng), which referred to the cooking facilities inside the Forbidden City, where thousands of cooks from different parts of China showed their best culinary skills to please the imperial family and officials. Therefore, it is sometimes difficult to determine the actual origin of a dish as the term "Mandarin" is generalised and refers not only to Beijing, but other provinces as well. However, some generalisation of Beijing cuisine can be characterised as follows: Foods that originated in Beijing are often snacks rather than main courses, and they are typically sold by small shops or street vendors. There is emphasis on dark soy paste, sesame paste, sesame oil, and scallions, and fermented tofu is often served as a condiment. In terms of cooking techniques, methods relating to different ways of frying are often used. There is less emphasis on rice as an accompaniment as compared to many other regions in China, as local rice production in Beijing is limited by the relatively dry climate.

Dishes in Beijing cuisine that are served as main courses are mostly from other Chinese cuisines, and some of the following in particular have been central to the formation of Beijing cuisine. Huaiyang cuisine has been praised since ancient times in China, and it was a general practice for an official travelling to Beijing to take up a new post to bring along with him a chef specialising in Huaiyang cuisine. When these officials had completed their terms in the capital and returned to their native provinces, most of the chefs they brought along often remained in Beijing. They opened their own restaurants or were hired by wealthy locals. The imperial clan of the Ming Dynasty, the House of Zhu, who had ancestry from Jiangsu, also contributed greatly in introducing Huaiyang cuisine to Beijing when the capital was moved from Nanjing to Beijing in the 15th century, because the imperial kitchen was mainly Huaiyang style. The element of traditional Beijing culinary and gastronomical cultures of enjoying artistic performances such as Beijing opera while dining directly developed from the similar practice in the culture of Jiangsu and Huaiyang cuisines.

Chinese Islamic cuisine is another important component of Beijing cuisine, and was first prominently introduced when Beijing became the capital of the Yuan Dynasty. However, the most significant contribution to the formation of Beijing cuisine came from Shandong cuisine, as most chefs from Shandong came to Beijing en masse during the Qing Dynasty. Unlike the earlier two cuisines, which were brought by the ruling class such as nobles, aristocrats and bureaucrats, and then spread to the general populace, the introduction of Shandong cuisine begun with serving the general populace, with much wider market segment, from wealthy merchants to the working class.
Marketing strategy
Taking into account some of the aspects involved in this type of business: high-quality product-service, reduced earning in the first year of activity and other factors that can negatively influence the business flow (inflation, interest rate), careful analysis and conceiving A very effective marketing strategy and promotion of the service offered. The company's marketing and advertising policy will focus on the uniqueness of the service provided. The management team (owners and administrators) must devise a marketing strategy that includes methods and elements specific to each stage of the restaurant's life.
Thus, on the very day of the opening of the place will be invited public figures of Bucharest city, culture people, successful business people who enjoy a good reputation. The commercial during this period will be well targeted, tending the market segment to be pursued. This will be achieved through:
• Business cards sent to companies, companies, or public, cultural and educational institutions;
• Dissemination of brochures in the event of the arrival of foreign delegations or conducting scientific conferences or communications;
• An im mediating media environment, the radio will be another way to advertise; But this procedure will only be used for short and intermittent periods;
• Prior to the launch of the business, to inform potential customers of the intention to open a new restaurant with a specific and differentiated quality;
The date of the inauguration will also be carefully chosen. The period favorable to such actions is advisable and where the volume of consumer spending for long-term or long-term consumer goods is high. This corresponds to the first quarter of the year, end of February and early March. Thanks to the accumulation of traditional celebrations during this period, we chose the celebration of the Dog's Dog Year on January 27, 2018, the inauguration of the Romanian restaurant: "Kinesize with Dracula" could be received by consumers as a "gift" On the occasion of these events and the novelty of the offer could be a reason to visit the place.
Regarding the message and the content of the advertisement: whether it is by mail, brochure or radio broadcast, it will focus on the idea of ​​offering a special service.
The central idea that the message has to convey is the existence of a restaurant selected by itself, which is highlighted mainly by the atmosphere, the interior (furniture, light), the quality of the staff (behavior, tact). The text of the message will notice the menu's variety, its originality and its quality. Music will be romanian traditiona party music, to delectate the customers. Price specifications will be avoided, using fine, subtle allusions about the general dissatisfaction that there are few quality restaurants at a reasonable price.
However, the price of culinary specialties will depend on the prices of the equivalent preparations offered by the competition; In this case the price will be similar. Price differentials will appear at "house specialties", providing a higher price that has to demonstrate the superior quality of products that offer the safety of a service that is received as a unique one.
The production-service process
The production process will vary over time and will use different raw materials to make the final product. In principle, they will be of animal and plant origin, except for alcoholic beverages that do not require a production time, but only sales. As time, the production process will last 20 minutes (vegetable and fruit salads) and 1h and 30 minutes, Steaks, salsails, traditional Romanian pork, fish and chicken and mămăliga dishes). The production process will require different machines and will be done in a room of about 26 m2. The Chinese do not "pick up" as the Romans do in the autumn of each year. Moreover, do not prepare and conserve vegetables, tomato juice, tomato broth, jams and fruit jams. The Chinese are just summoning to buy, on the threshold of November of each year, a few "heads" of Chinese cabbage – give baths horses and a few ties of Chinese leeks – let them congratulate them and land them outside the dwelling. Thus, the blocks of flats, in which the representatives of the third and fourth-generation older generations are moved to the city in the last decades of the last century, clothed with younger generations, are "assaulted" and "occupied" by any place, recreation, alleys, layers of flowers and vegetation, resting benches, if they are inside the "compound", the spaces around the blocks and the streets between the blocks that "give" directly to the old-age Infinite and endless strings of "da bai horses" heads and "da cong" yarns.

At the restaurant's atmosphere, one of the attractions, will compete with the interior design distinguishing itself by the special furniture and decoration. In short, you will choose costly materials on the domestic market that combine the look of a Romanian medieval inn. With Olympic-sized hordes of tourists set to descend this summer, Beijing has stepped up its culinary sophistication – but slickness comes at a price, a new guide to the city's eats warns. Published four years after the Zagat Survey first took on Shanghai, the group's first guide to the Chinese capital rates and reviews 432 of its restaurants, hotels, nightspots, shops and tourist attractions. Based on the opinions of 1,244 surveyors, what most impressed guide compilers was the myriad of new dining options emerging in the lead-up to the August Olympics. "It's amazing to see the transformation that is taking place in Beijing," said Tim Zagat, CEO of Zagat Survey, in a statement.Next most startling fact? The price rises.About three out of four surveyors reported spending more per meal than two years ago, said the survey, which launched its first food guide in New York in 1979 and now covers about 100 countries. But higher prices aren't deterring diners, with 91 percent indicating that they eat out as much as ever.The city has seen several hot openings recently, from the likes of French chef Daniel Boulud's Maison Boulud a Pekin to a myriad of luxurious hotel restaurants such as the Regent Bar & Grill, Jaan at Raffles and Le Pre Lenotre at the Sofitel Wanda. Top of the guide's 228 eateries was north Chinese cuisine specialist Made in China, which serves up "the best Peking duck in the whole wide world". The Green T. House won for decor, while "bustling" and "chic" Brazilian restaurant Alameda rated most popular. The proposed menu will be varied, including all the dishes offered by the directly competing restaurants.
The culinary process will have Place in a room with an area of ​​122.5 m2; Will have 15 meals and a maximum of 40 seats. The bar will have 7m. Length and can simultaneously serve the new clients. The three waiters and a bartender will succeed when the restaurant is 100% busy fulfilling its responsibilities with efficiency. The Personal Appeal requires 18 employees, of which 3 are non-permanent. As a preparation, they will have knowledge of economics, accounting, specific to each post. Apart from the business initiators, economist (certified accountant or expert), chief chef (graduate of a school or specialized courses), the rest of the employees do not require special training; The driver will have a professional driver's license. The necessary personnel will be identified and recruited from recruitment-placement agencies, or through low-paying advertisements. In the case of chef and waiter's help, they will be identified among the best-educated graduates of the economics high schools. It is necessary to emphasize that the administrator and the economist will be the first employees. Together with these initiators of the business will follow the recruitment of the chief chef head waiter. The administrator, the chef and the waiter will then select the candidates for the other positions: chefs, waiters, bartenders, wardrobes. Testing of the applicants will be done with the purpose of measuring their ability and knowledge by demonstrating the practical capacity of carrying out the tasks. Besides the performance test, the candidates will have to fulfill the conditions of behavior, tact, appearance and physical appearance. Candidates will be subjected to thorough medical examinations to check if they are fit for the work they are seeking and to ensure the protection of other employees, The clients and the products made in the restaurant. The training of the authorized personnel, if necessary, will be performed by each of the "section" officers, respectively the chief chef and the chief waiter. The duties and responsibilities of each employee will be provided in the data sheet Of the job as follows: • administrator: executes the supply, receives it and receives the goods, establishes it with the chief chef plan-menu, initiates the introduction of new assortments, executes the present and performs the professional training, checks the daily attire and clothing; It controls daily house appliances, inventory items, maintains discussions with consumers, Recommends some preparations, it requires their opinion on the quality of the dishes, it serves personally in some cases the consumers • the chief chef guides, supervises and controls the whole professional activity • organizes the culinary production according to the culinary production plan • answers it of the quality and quantities prepared, o supervises how to arrange the dishes in the serving utensils, o check the staff in the production department, o delivers the culinary preparations, · the chief waiter organizes and responds to the whole activity of the serving process, o checks it The presence and the care of the staff, check the cleanliness and hygiene of the serving salon, check it and prepare the menu with the administrator and the chef, receive it at the entrance of the room and lead them to the table, receive it and serve the consumers Important, oversee how waiters and bartenders perform their service, perform démons Training, presentation and serving of different culinary specialties, operative solving of the clients' notifications, training of the staff • the waiter performs the activity of preparing the service salon, checks the salon cleaning condition, performs the arrangement of the meals, serves the consumers. • The bartender performs the customer service with beverages specific to the section • Checks the daily and value management stock • Provides it with all kinds of beverages • Equips it with all types of glasses • Payroll policy will be based on an analysis Factors influencing salary levels: labor demand and supply, legislation (minimum wage), fluctuation in the cost of living), company payment options, wages granted by the competition. In order to form a positive image and to keep Prestige, the firm will adopt a high salary policy above the average wage level. The salary fund will not fluctuate according to the profit obtained and will guarantee a basic salary corrected by inflation, the cost of living, adjusted salary regardless of the company's income. The salary plan will also include bonuses, incentives, payments In addition to the salary level, the motivation of the staff will also be achieved by guaranteeing the job (5-year contracts) and in the future, the pleasure to work in a brand restaurant. The economic and financial status of the company The total value of the business is estimated at 100,000 euros, these Money totally covering the costs associated with the launch of the business, the reserves, and the costs of any possible remodeling of the premises for the activity. The monthly returns are comparable to those of other businesses in this field. In the following years the revenues from these activities will cover the expenses generated by the launching of the business, at the end of the second year of activity, it is estimated that the real profits will be achieved. The estimated first year profit amounts to about 25,000 Euro (if no credit is contracted). The prices will be similar to those of competitors. What will distinguish the menu will be "the specialties of the house, generally specific to the French cuisine. They will contain natural ingredients and the best quality. The customers willing to spend will constitute the target market and will give a prestigious image to the restaurant. Another characteristic of the business will be the service staff, this being evidenced by behavior, kept and "tag". The uniform will be similar to the Romanian folk port in the Muntenia area. All this will lead to the formation of a positive image about the company's business, concretizing in winning a loyal, if not frequent, willing to spend to offer a differentiated service. Attending this distinct restaurant by its atmosphere, menu and staff will give its customers the certainty of a special service. The show wants to be a company that through the services it will offer to change the image of the restaurants in Alba-Iulia, by the appearance of a " Otherwise "than the others. The main purpose of the business is to succeed in attracting loyal and especially special clients, even if it requires time and high investment. Trainees, the "hands-on" clerk, the small or big owners, the entrepreneurs, the intellectuals or the culture people , All of them have to form a great clientele of the restaurant. This restaurant should be a restaurant selected by itself, selected through what it offers through its atmosphere through its clients. The capital needed to start the business is valued at 453,000,000 lei (launching costs, the cost of the equipment, the equipment, the Furniture and means of transport and the expected expenditure to be made in the first month of the activity. The legal form – was considered the most suitable for the following reasons: • limited liability of the associates, • the company's share capital is distinct from that of • simple forms of constitution • reduced social capital The main disadvantage presented by such a legal form: a limited object of activity does not constitute an impediment to the proposed purpose.The activity targeted by the establishment of the company is in the tertiary sector respectively services, materialized in the opening A restaurant with French and not only. The products offered, as mentioned, will have i In general, but not exclusively. We will also consider other selected cuisine, special in quality, aroma and flavor. The restaurant where the services will be offered will as far as possible be placed in the central area of ​​the city. The quality, the presentation of the dishes, the service and the kindness of the staff and, last but not least, the location will be the strengths of this restaurant. In the main cities of the country, the development of a chain of restaurants will be attempted. They will have the same exterior facade, the same company (name, type of writing, color) and interior decorations. As for the menu offered, it will be identical in all cities, with no notable differences. Avoid culinary specialties that do not exist in the production plan of any equivalent establishment in another city. In one word, the menu will be the same for the restaurant intangent, taking into account the tastes of the consumers in each city and trying to satisfy the general requirements regardless of the area of ​​origin. The development of a chain of restaurants is a necessary policy for achieving goals In the medium and long term (forming a loyal, selective client, increasing the profit of the company). This strategy avoids fluctuations in the overall level of sales of the company, flattening the minimum and maximum levels generated by the summer. Concluding, in the case of a large restaurant in Beijing , the maximum earnings will be recorded in the first quarter (March), II June) and V (October) of the year; while the highest profits recorded in a restaurant in Beijing will be seen in the third quarter (July-August). This state of affairs is explained by the fluctuation of the population, respectively a movement of the consumers in the summer period. Looking further at restaurants in neighboring cities will record the highest profit rates throughout the year without significant fluctuations due to the upsurge in western and southern areas, the most dynamic in terms of economic development. I see opportunities for enlargement and will not be pursued.. Another reason for this option is the relatively small size of the market segment to which the offer is addressed. They will only try to improve service, menus, new equipment, equipment (new bar annexes) if all these investments lead to increased labor productivity, lower energy consumption and a high level of reliability resulting in increased Profits. Determination of the market. The target business customers are over 18 years of age, with a high share of those aged between 30-40 years. And the 20-30 years form an important part, but especially in the long run they make Part of a segment of consumers in training that can become loyal in the future. The businessmen targeted by the business are different in behavior and occupation (business people, intellectuals, clerks). The quality of these potential clients is the date of their financial deposits and their willingness to spend to provide a good quality service. The business service-purchase incentives could be the following: • A pleasant evening in the company of the person / • Serving a good meal in a lively atmosphere • Discussions / meetings between business people • Offering a romantic evening to the loved one. Specifically, the product of the business is in the service sphere, ie a public catering service, satisfying it Only vital but also moral necessities. The points of attraction that can influence the decision of the potential clients to buy the service are: the special quality of the preparations, the pleasant and friendly behavior of the staff, the cleanliness, the light and the interior design, the special atmosphere. Personalizes by presentation quality. The combination of the service offered with the interior decorations, the atmosphere and the professionalism of the staff constitute a portfolio of advantages in relation to the already existing restaurants. The target market segment is predominantly located in the city of Beijing . The size of this segment that the business is about to concentrate on is estimated at 15% of the total population of the city. The target market trends show a slight increase. It is predicted that in the next 2-3 years it will be known to have rapid growth rates being influenced by the economic situation of the area and of Romania. Besides the optimistic forecasts regarding the development of the target market and the number of consumers considered comfortable enough to have the certainty that there is a market The main reason for opening such a restaurant is the number and size of the competitors. The main potential competitors are the French, Greek, Chinese and Arabic restaurants. The fact that they already exist (so they are known), they have formed a certain reputation (quite good in the absence of anything else), they have a somewhat loyal clientele, there are some of the competitive advantages this business presents. However, The lack of a stable market segment as well as the quality level of service that has decreased with the passage of time, form weak points that can be and must be attacked by a good marketing strategy. Facing will face a very strong competitor. Even if it is not a direct competitor, MacDonalds restaurant captures a part of its customers because it has a well-known brand name, relatively reasonable prices in relation to the quality of the products. However, attracting these customers will not represent the company's " a hit". For example, during the December-January period, the Dinner with Dracula restaurant's clientele is expected to be formed only by those consumers with large financial resources, it will not be directed to a specific, different locality that does not correspond to the tastes and culinary habits. The " Stolen "by MacDonalds is made up of young people (up to 30 years old) and students with a higher purchasing power than the average. This "loss" is virtually unobservable, this being blunted by the natural growth rate since the beginning of the year. The positive effect of MacDonald's business will be to strengthen competition, and as competition stimulates competition, those who will have the most to win are Customers whose final satisfaction is actually being pursued.

As we have already shown, MacDonald's and ,, Dinner with Dracula´´'s market segment does not coincide entirely but addresses those with higher financial strength and tastes and higher demands on purchased products and services and raw materials suppliers. The main suppliers of the restaurant are I will find in close proximity. Also , it seems that is seems we find in Beijing a unique market for a rare idea: the romanian restaurants are verry hard to find , or there is not exist at all. The supplies will be made by own means of transport in order to save time and financial resources. The stock management and their control will be carried out by the owner (s) in collaboration with the company manager. Possibly, an optimal supply of raw materials and a reduction in inventories at a level that involves minimal maintenance and inventory costs without adversely affecting the normal course of business. To do this, use the JUST IN TIME process: the arrival of the stocks is at the right time and in the strictly necessary quantities. The introduction of this system will be applied from the very beginning of the activity in order not to require major changes in the staff and especially the suppliers' eyes. Another reason for applying the JUST IN TIME method is given by the nature of stocks formed largely from perishable products Which have a 3 to 7 day limited warranty for meat and meat preparations, and up to 24 hours for vegetables and fruits. For some products (exotic fruits, spices), stocks may be higher. In the case of expensive alcoholic beverages (Romanian and foreign), higher stocks can be made to avoid the phenomenon of increasing prices of these products around legal and religious holidays. Organization and management of the company. The target organizational structure will have to keep the active organization, Dynamic and with a high level of competitive force. This strategy will aim to develop its product, or improve its service and menus. Another strategy will be to penetrate into supplying business areas, achieving upstream integration (see Perspective subchapter). At the same time, a product differentiation strategy will be attempted so that it can be perceived as unique. The differentiation strategy allows, by offering a product of superior quality, the possibility to practice higher prices, making higher profits and Greater Flexibility with Suppliers. The contract will also outline periodic payments and what constitutes completed and accepted, You’ll want to watch for errors and omissions, and don’t sign off on anything that isn’t correct to the best of your knowledge. You will be accepting the plan as accurate and presenting the facts as true to investors and lenders.

The management of the company will be provided by an employee who will manage the company and who will periodically present an activity report and will be selected in particular according to its "human" traits: • the assumption of responsibility; Work • The pleasure of working in the field • Organizational skill • Originality in thinking • Sincerity and loyalty • Innovation spirit .This job is best suited for a person aged between 25-30 years, Able to quickly assimilate knowledge and learn from mistakes; To have an open character, present the spirit and to show, why not, a pleasant look. Professionally it is not absolutely necessary to be a graduate (a) of a school, specialized courses or an institution with an economic character, but It is advisable. Important, the second after the administrator will be the chef of the restaurant. Experience will be her main feature, which will weigh in making the decision to be hired. He will have to be a graduate of some specialized courses and to prove his skill in culinary art. The post of economist, the third in the hierarchical pyramid, will be occupied by an experienced graduate of Economic Sciences. Highly trained staff, kitchens and waiters must still be graduates of a high school or specialist courses. The proposed storage areas of about 3 m2 (refrigerated space) and 7.5 m2 (constant temperature space of 200) are considered to be sufficient for the normal operation of the restaurant. The service will take place on an area of ​​122.5 m2, it will contain 15 meals and a maximum of 40 seats, the three waiters and a bartender succeeding, if the locality is occupied 100% to perform its duties efficiently. The production process will take place on an area of ​​36 m2, the kitchen being equipped With the following machines: classic oven, microwave oven, kitchen robots, dishwashers, work tables, racks, dispensers and ice cream machine. Servicing and production process will be carried out by a different number of employees according to the daily schedule Holiday days. Supply will be predicted and will be based on fluctuations and annual differences that occur in consumer preferences. In the first and fourth trimesters, they receive the menus they have in Consistent raw materials component. Beginning with the second quarter, preparations will be based on fresh, light ingredients. In terms of value (the price of cheap menus will be most requested in July, August (minimum of cashing) and January. The motives are diverse: • During the hot season, the market segment targeted by Restaurant X will shrink by leaving consumers In other areas of the country to spend holidays. • January is registering a decrease in sales due to the decrease in cash availability, mainly due to spending on winter holidays.

China's market is huge, and Romanian wants there the broadest possible range of its agri-food products, while Chinese know-how reaches Romania, Agriculture Minister Achim Irimescu asserted in a Tuesday's meeting with a Chinese delegation led by Beijing Deputy Mayor Lin Keqing. The minister reminded the longtime collaboration between Romania and China, especially in agriculture and trade, the Ministry of Agriculture and Rural Development (MADR) mentioned in a release to AGERPRES. The slower growth of China's economy has been perceived on the milk and pork market, as the EU continued its embargo on Russia, Irimescu noted. Lin Keqing pointed out that Romania and China have complementary needs, which provide a basis for collaboration in agriculture. The Chinese officials came up with several relevant propositions, included the promotion of a more diverse agricultural trade, the support to Chinese investors in Romania, especially in winegrowing, and the expansion of trade in milk, fruit, vegetables, etc. They also asked for the setup of permanent coordination mechanisms to exploit the potential of technical and scientific cooperation in agriculture and why not, in gastronomic domain, as we shown before.

To enable a firm to react to unforeseen developments while trying to keep focused on a specific pathway, a longer time frame is preferred. There are simulations such as customer lifetime value models which can help marketers conduct "what-if" analyses to forecast what might happen based on possible actions, and gauge how specific actions might affect such variables as the revenue-per-customer and the churn rate. Strategies often specify how to adjust the marketing mix; firms can use tools such as Marketing Mix Modeling to help them decide how to allocate scarce resources for different media, as well as how to allocate funds across a portfolio of brands. In addition, firms can conduct analyses of performance, customer analysis, competitor analysis, and target market analysis. A key aspect of marketing strategy is often to keep marketing consistent with a company's overarching mission statement. Marketing strategy should not be confused with a marketing objective or mission. For example, a goal may be to become the market leader, perhaps in a specific niche; a mission may be something along the lines of "to serve customers with honor and dignity"; in contrast, a marketing strategy describes how a firm will achieve the stated goal in a way which is consistent with the mission, perhaps by detailed plans for how it might build a referral network. Strategy varies by type of market. A well-established firm in a mature market will likely have a different strategy than a start-up. Plans usually involve monitoring, to assess progress, and prepare for contingencies if problems arise. After setting the goals marketing strategy or marketing plan should be developed. This is an explanation of what specific actions will be taken over time to achieve the objectives. Plans can be extended to cover many years, with sub-plans for each year. Although, as the speed of change in the merchandising environment quickens, time horizons are becoming shorter. Ideally, strategies are both dynamic and interactive, partially planned and partially unplanned. Thus, for example, many new products will emerge from irrational processes and the rational development process may be used (if at all) to screen out the worst non-runners. The design of the advertising, and the packaging, will be the output of the creative minds employed; which management will then screen, often by 'gut-reaction', to ensure that it is reasonable. Few notable exceptions of "Real life marketing" are based on gut instinct as opposed to trained, vetted and backed by high investment data. This may lead to producing low results and income. Many entrepreneurs and small companies think they can manage the marketing sector without training but this is to the detriment of their business. For most of their time, marketing managers use intuition and experience to analyze and handle the complex, and unique, situations being faced. This will often intuition coupled with the knowledge of the customer which has been absorbed almost by a process of osmosis. This will determine the quality of the marketing executed. This almost instinctive management, is what is sometimes called 'coarse marketing'; to distinguish it from the refined, aesthetically pleasing, form favored by the theorists. Real-life marketing revolves around the application of a great deal of common-sense; dealing with a limited number of factors, in an environment of imperfect information and limited resources complicated by uncertainty and tight timescales. Use of classical marketing techniques, in these circumstances, is inevitably partial and uneven.

Growth of a business is critical for business success, so using strategies such as horizontal integration, vertical integration, diversification and intensification will all benefit a business’s growth, be it long term or short term. Refer to Ansoff's Matrix for a simpler explanation of the various growth strategies if those mentioned below are difficult to understand. We choose as strategy for launching a restaurant China : diversification because it is an area included in the Ansoff Matrix strategy, where the most risk for a business is situated. This is due to the use of a new product being introduced to a new market, so there are no already existing target markets or competition. There are two types of diversification, vertical and horizontal. Horizontal diversification is when a new product is introduced but doesn’t contribute to the already existing product line. Meaning horizontal diversification focuses more on product that the business has knowledge about, whereas vertical diversification focuses more on the introduction of new product onto new markets, where the business could have less knowledge of the ne market.. A benefit of horizontal diversification is that it is an open platform for a business to expand and build away from the already existing market. A disadvantage of using a Diversification strategy is that the benefits could take a while to start showing, which could lead the business to believing that the strategy doesn’t work. Another disadvantage or risk is, it has been shown that using the horizontal diversification method has become harmful for stock value, but using the vertical diversification had the best effects.

§CONLUSION/RECOMMENDATIONS

Sometimes, business owners discover after months of research and number crunching that their idea has insufficient profit potential. As you look at all the variables, create sales and expense reports and set budgets, you must be proving that you will be profitable within a reasonable time. These profit points also must be worth your time and effort. It isn’t just earning money that counts, but is it enough to finance your growth, pay your employees fairly, provide a quality product and have enough to live on?

Your business plan writer should have a standard consulting contract that you will read carefully and sign. This should be reviewed by your attorney prior to signing. The contract should he a work-for-hire agreement where you own all copyrights to the complete plan including all original research, artwork, diagrams and charts. The contract should also prevent the writer from using your name or any part of your plan for advertising or marketing purposes without your written permission. You may also want to include a non-disclosure agreement. As an entrepreneur, you are the one with the greatest investment and the most at risk. Your financial future, emotional and physical health and reputation are on the Jinc. Sure, investors and lenders have a risk—that’s why they ask for ownership rights or charge interest. A we 11-researched business plan looks at and analyzes various risk factors. No one likes to think about failing, blit truthfully, the success rate for new restaurants is not exceptionally high. The better prepared you are, the more likely you will be one of the successful ones. Everyone focuses on the process of writing the plan. How do I convince the lender to grant the loan? What if my writing skills aren't the best? We’ll address these issues in later chapters. Right now, 1 want you to concentrate on research. Corporations invest millions on research before launching a new sales division or product line. Your diligence in researching your customer demographics, competitors, equipment purchases, menu choices and more is just as important. It is your key to determining whether your dream can be successful. A good business plan contains dreams and ideas backed by facts and figures in a fairly standardized format. The standardized format makes it easier for lenders and investors (who look at hundreds and even thousands of business plans every month) to scan for specific information efficiently. Lenders may even just skim your plan and assign it to a lower level employee who will read it thoroughly. Investors, with more demanding criteria for funding, may not actually read your plan at all. They will be checking specific sections for the potential return on their investment. Your financial reports and projections will provide them with enough information to either reject your request, refer the plan to a subordinate for full follow-up, or read it in full.

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§APPENDIX I

Aspects from tourism map of Beijing

§APPENDIX II

Frquences of tourism in Beijing on a year

§APPENDIX III

APPENDIX IV

ARCHITECTURAL PLAN INSPIRED BY HANUL LUI MANUC BUCHAREST

STRUCTURE OF HANUL LUI MANUC AND THE ONE OF A TRADITIONAL CHINESE HOUSE IS ALMOST THE SAME

Noted that we should have this in view in choosing the location for our business strategy