Roman Restaurant Strategic Analysis and Development Perspective - Example

Roman Restaurant Business Plan Name Course Name and Code Instructor’s Name Date Contents Contents 1 1.0 Introduction 4 2.0 Methods 4 3.0 Business planning 4 Chapter 1 – Business information 5 1.1. Business brief 5 1.1.1. Idea 5 1.1.2. Basic information 6 1.1.3. Product 6 1.2. Definition of the chosen market 6 Chapter 2 – Strategic analysis 6 2.1. External environment 6 2.1.1. PESTEL 7 2.1.2. Competitors 8 2.1.3. Industry 9 2.1.4. Industry life cycle 9 2.1.5. Barriers 9 2.2. Internal environment 10 2.2.1. Core competencies 10 2.2.2. Unique selling points 10 2.3. SWOT 10 2.4. Marketing 11 2.4.1. Market segmentation 11 2.4.2. Target market 11 2.4.3. Market position 12 2.5. Financing 12 2.5.1. Financial planning 12 2.5.2. Financial forecasts 13 2.6. Technical feasibility 13 2.7. Risk 13 2.8. Intellectual property 14 Chapter 3 – Strategies 14 3.1. Business strategy 14 3.1.1. Vision 14 3.1.2. Mission statement 14 3.1.3. Aims and objectives 15 3.1.4. Sustainable competitive advantage 15 3.2. Marketing strategy 15 3.2.1. Product 15 3.2.2. Price 15 3.2.3. Place 16 3.2.4. Promotion 16 3.3. Brand strategy 16 3.4. Design strategy 16 3.5. Summary 17 Chapter 4 – Plan 17 4.1. Marketing 17 4.2. Operation 17 4.3. Finance 18 4.4. Risk management 18 4.5. Human resources 18 4.6. Time management 19 4.7. Potential five years development 19 4.8. Intellectual property management 19 4. Conclusion and Recommendations 20 References 21 1.0 Introduction In order for any business to become sustainable, it has to have several characteristics. First and foremost, a business cannot be sustainable if the purpose for it is not crystal clear. Also, it should be based on realistic grounds, meaning that though it is aimed at growing rapidly, time should be allowed to allow for errors so that the business will naturally form its own patterns and frames (Miller 2006). The products should be simple and well defined, and the business should offer services and goods that are a direct answer to the customers’ problems. The products and services should be unique, above mediocre and above conventional. In order for this to be realized, it is important that a comprehensive business plan is written. It acts as a road map for the business and as a gauge through which the economic practicality and practicability of the business enterprise can be weighed. This report entails a business plan for a proposed themed restaurant, or a Roman restaurant to be more specific. 2.0 Methods No business plan can be successfully written and helpful to the business if adequate research is not done. Therefore, this business plan will be written based on thorough research on all the relevant topics. The main method that is going to be used will be the use of secondary data, mainly by using latest books, journals, the internet and other secondary electronic sources. Primary data will be obtained basically by conducting simple surveys and interviews. Both qualitative and quantitative data will be obtained thus. 3.0 Business planning Business planning is very necessary both for a new business and for an existing one, because it outlines both the goals and the strategies for achieving the set goals for the business. In this case, the business planning done is that for a new business, whereby the goals for the business are outlined and the general structure of the business is made clear. Economic strategies are also covered in this business planning, mostly because of the financial strategies for potential investors of this new business. Adequate investigation will be done and every relevant factor will be considered. Different options will also be evaluated, and the potential results for each option will be predicted (Miller 2006). Chapter 1 – Business information 1.1. Business brief This business plan will provide potential investors with the necessary information needed about the strategies and plans for the starting and running of La Marco, a Roman theme restaurant. This restaurant will be based in Via degli Orfani, Rome. To be precise, it will be located near San Luigi dei Francesi and Basilica di Santa Maria. 1.1.1. Idea The has its main focus on tourists, travelers, business people, commuters and local customers in Rome who have a desire for reasonably priced yet exceptional food and service at a cozy place with an atmosphere that enthralls. Via degli Orfani is one of the places in Italy that are invigorating. It is a busy city with heavy human traffic, and the kinds of people attracted to the city are those that expect to get the very best. The La Marco restaurant will offer a new concept in the tradition of eating out and eating healthy to the city. The restaurant will offer an atmosphere that is fun to be in, and this will be crowned by the excellent delicacies, exceptional services and friendly staff. The epitome of the success of this restaurant is that not only will the people be fascinated by the food, service and atmosphere, but they will be given a combination of all these and healthy food. The concept of healthy eating and nutritional labeling all at a reasonable cost is what will make the La Marco to stand out in the area. 1.1.2. Basic information The tradition of eating out, according to research findings, is dwindling. In addition, even those who still maintain the tradition of eating out do so but with different eating habits. Consumers no longer have much care on issues related to healthy living, healthy eating and nutritional labeling because of the changing lifestyles. For the majority, eating the conventional three-course meals is a thing of the past, mainly because of the harsh economic conditions and because of the lack of time due to busy lifestyles. There is therefore need for innovation in the food industry, because consumers are looking out for diversity in opportunities and choices and for the most affordable indulgences (Fullen 2005). 1.1.3. Product The La Marco restaurant will provide food and related services, entertainment and a wide range of cuisine services. The La Marco will offer a wide range of services so that almost every group will be covered. These include children, families, romantic, buffet, business, special occasion dining and dessert, take-away and after-hours. 1.2. Definition of the chosen market The chosen market includes children, families, singles, couples, business people and tourists. Families will mainly be attracted to the restaurant because of the fact that thousands of families go to the Santa Maria Basilica every week for mass. Also, since it is located in the busy town, business people, travelers and tourists will be likely to come to the restaurant. The restaurant will also offer a good atmosphere and good packages for the single people and the dating couples. Chapter 2 – Strategic analysis 2.1. External environment It is odd not to admit that the food and beverage industry, particularly the restaurant one, is one that is full of crazy competition. However, despite the fact that it is a very competitive arena, its steady growth is notable based on the fact that people are resorting to lifestyles that encourage its growth. People nowadays are known to multitask and to have very few hours (or minutes) of free or resting time, and they therefore prefer eating out rather than cooking (Lee 2005). The problem, however, is that when people eat out they eat foods that are not healthy, thus resulting to vast spread of lifestyle diseases. What consumers need is an innovative alternative in the restaurant industry, where they will be able to get healthy and quality food at very affordable prices. Via degli Orfani is well positioned for this venture (Alonzo 2007). 2.1.1. PESTEL PESTEL is an abbreviation for Political, Economic, Socio-cultural, Technological, Environmental and Legal. PESTEL analysis therefore evaluates all the pestel factors that are in a business’s operations and actions (Alonzo 2007). Political: The restaurant can be adversely affected in cases of political instability. Also, the policies the government has concerning such a business also will directly affect its operations (Lynn 2009). Economic: Rates of interest are high, which makes it a difficult task to get financing. This, therefore, poses a big problem especially when it comes to getting the right investors for the restaurant. Inflation worldwide and within the country may also affect the restaurant, especially because it will cause a rise in prices of resources and a rise in what the staffs are paid. This may therefore lead to increased costs that were not accounted for initially (Fullen 2005). Socio-cultural: eating habits are changing, and people are resorting to unhealthier foods. This restaurant, therefore, which seeks to use the concept of nutritional labeling and healthy foods, may face a big challenge. However, an advantage is that there are lesser women who stay at home, meaning that no cooking is done in most homes. This is a great advantage to this restaurant, which offers balanced and healthy diets suitable for the whole family (Walker 2007). Technological: Restaurants which incorporate modern technology in their themes do better in the market than those which do not, because people are technologically advanced. However, technology does not affect the restaurant industry as much as other industries, and this business will use technology mainly too advance itself and to keep itself above the competition (Alonzo 2007). Environmental: Some environmental challenges the restaurant is likely to face include critics from vegetarian movements because of consumption of meat, risk of pollution by the materials used to pack food for those taking away food (Lee 2005). Legal: One of the most sensitive areas in business is those related to food, beverage, health and sanitation. Therefore, this business will face a lot of legal requirements before its commencement and during its period of operation. La Marco restaurant will keep its integrity high by ensuring that all legal requirements are fully met and this will earn the restaurant confidence from its customers (Fullen 2005). 2.1.2. Competitors In order for success to be attained, there must be a conscious awareness of the competition and competitors in the market. Most restaurants located at the vicinity of La Marco are fast food restaurants, making La Marco almost the only restaurant among its immediate competitors that promoted healthy eating and nutritional labeling. However, the challenge is that there are many grocery stores in the area which promote healthy eating, thus targeting the same customers as La Marco (Alonzo 2007). 2.1.3. Industry The restaurant industry is one that is on the rise every single day. Eating is the most basic need, and people therefore will never cease to be in need of good eating joints where they can hand out. Statistics by the National Restaurant Association show that in all the working population, restaurants employ one in every ten (Fullen 2005). 2.1.4. Industry life cycle Thought the restaurant industry is generally successful based on statistics, each restaurant has its own life cycle, and it is therefore the duty of each restaurant to manage its own life cycle and to tune it to be a successful one (Lynn 2009). Many factors influence the success of failure of a restaurant, and these factors include location, strategic HRM and quality control among others. However, above all other factors, human resource is the key factor in a restaurant. For success to be ensured, the workforce should be made effective by all means. One of the means is by using strategic HRM instead of the conventional HRM. Also, worker’s compensation should be fair, if not excellent, so that they will be motivated (Zapoli 2005). 2.1.5. Barriers People’s eating out habits are changing and they are resorting to more unhealthy foods and snacks when they eat out. Only very few people care about what they eat when they go into a restaurant, and even more people care less about eating low fat foods. Nutritional labeling is something many do not take kindly, because they want to avoid knowing what they are really eating in terms of calories and nutritional value. Also, themed restaurants have a lower chance of succeeding as opposed to those that are not, because very few people feel that these restaurants make their experience any better (Fullen 2005). 2.2. Internal environment There are internal factors that affect La Marco restaurant. First and foremost, La Marco restaurant is an equal opportunity employer, whereby applicants are chosen purely by means of merit regardless of their culture, gender, race, et cetera. Also, La Marco will strive to conserve the environment by using recyclable materials for packaging and by encouraging recycling. The La Marco restaurant will also promote healthy eating and nutritional labeling, giving it an added advantage over others (Alonzo 2007). 2.2.1. Core competencies The La Marco restaurant will ensure that it is on the path to success by developing the traits needed to keep it above the rest. First, the restaurant will be open till late at night, ensuring the families have the chance to take their evening meal from the restaurant, since research indicates that the evening meal is the main one as far as eating out is concerned. Also, the restaurant will offer both full service and take away services for the adults who need to eat-on-the-go during the day (Lynn 2009). 2.2.2. Unique selling points Apart from La Marco being located in a prime location, its concept is also outstanding in the area. The most unique selling point for the La Marco restaurant is the fact that it will do nutritional labeling for every meal ordered, thus creating awareness among consumers about their health. It will promote healthy eating, making it a suitable joint for families as compared to the surrounding fast food joints that offer high fat foods that are not healthy (Zapoli 2005). 2.3. SWOT Strengths: The La Marco restaurant is located at a good place and in a good, clean and tidy building. The style of the healthy eating and nutritional labeling service given is unique to the area it is located in. also, customers are not limited to full service sit-in services, but they also have the option of taking away all types of food (Alonzo 2007). Weaknesses: The first weakness is the limitations of funds for start up and operation. Also, the fact that the restaurant is new poses a big challenge to its success and establishment. The fact that people have a bad attitude towards nutritional labeling is disadvantageous (Fullen 2005). Opportunities: There are no restaurants in the vicinity that use the same concept of healthy eating and nutritional labeling as La Marco restaurant. The opening of the Santa Maria Basilica nearby is an opportunity for growth because of increases human traffic in the area (Powers 2008). Threats: It is likely that the costs of operating the business will increase when it is opened, making it the major threat to the new business. Also, the fact that the restaurant is located in a rented place means that the business faces the risks associated with leasing such as owner’s right to evacuate tenants, rent increase and sale of rented property. 2.4. Marketing 2.4.1. Market segmentation The La Marco restaurant aims at catering for a wide range of customers. This includes the business people and those working within the town, singles and couples, families, children and tourists. These are spread between six to fifty years of age, and they are groups seeking for a comfortable and decent joint to hang out in. families, tourists and the working ones also seek for healthy options of food (Fullen 2005). 2.4.2. Target market Business people will need an impressive place where they can meet with their clients, while couples and singles will need a romantic, quiet and spacious place for their dinners and outings. Singles will also need a place that is fun to be in and that has excellent interior décor. Tourists will need a good food joint while they are touring the Basilicas in Rome, and they will also love to find a good place where they can taste the Italian cuisine. Families, when eating out, will seek for a place where there is healthy food especially because of the children and the elderly (Alonzo 2007). Children will also love a place where the theme keeps them entertained and where there are snacks and desserts such as ice cream, yoghurts, custards et cetera (Lynn 2009). 2.4.3. Market position The La Marco restaurant is positioned at a prime place where there is heavy human traffic and where there are no other restaurants using the same concept. Also, there are many families around the place, making it more advantaged because of the fact that families really need a good place where they can get healthy food at a reasonable cost almost comparable to the cost of cooking at home (Zapoli 2005). 2.5. Financing 2.5.1. Financial planning When planning, the La Marco restaurant plans for the worst while working towards the best. Since it is a fresh business, it is anticipated that the sales of the first twelve months will be below average and that the cost of food and utilities will be above average. Such planning will ensure that the business works from the safer side. The owner investment for La Marco restaurant amounts to about $100,000, and it seeks to get grants and loans amounting to about $400,000 for a full start. The La Marco Restaurant will therefore require investment worth $400,000, which is 80% of the total equity, and the business will offer 20% equity in return for the investment. The investment will be paid back to the investors over a period of ten years, which will translate to a rate of 10% per annum. All profits made will be directed to a specified bank account, where an automatic deduction of the repayment amount will be deducted and transferred to the investors’ respective accounts. However, even though this business is intended to run for many decades, it is vital that a financial exit strategy be made for any investor who wants to quit the business yet still get their cash back and make profits at the same time. One of the first strategies is going public and giving an IPO which the investors can take advantage of in case they need to exit. The second strategy is by making the La Marco a franchise restaurant, though this is in the long term. Also, it plans to do a major merger with a well-doing restaurant in the next five years or, if workable, acquire for itself another well-doing restaurant by purchase. 2.5.2. Financial forecasts Slow economic growth is anticipated in the nest two years after start up, after which modest growth will follow. It is anticipated that weekends will be the days when the best sales are made, especially because of its vicinity to the Basilica. Mondays and Tuesdays will have the lowest sales volume during the working days, while Thursday and Friday will be the busiest working days (with the exemption of Saturday and Sunday). 2.6. Technical feasibility The La Marco restaurant will make good use of computers in record keeping, in cashier services and in tax records. This will ensure speed, accuracy and less consumption of energy. Having computerized financial and record systems will also reduce the amount of workforce needed to run the restaurant (Fullen 2005). 2.7. Risk Liability of employee’s practices is one risk the restaurant faces, but this can be managed by ensuring that the workers are given the best working environment possible. This can be ensured that strategic HRM is used in conjunction with leadership empowerment (Lynn 2009). Worker’s compensation should also be good, to reduce risks of inefficiency and neglect by workers. Physical risks like fires can be reduced by doing adequate staff training and by ensuring that the premise meets the quality standards for fire safety. Installation of smoke detectors can also be of great help, together with installing the necessary firefighting equipment (Powers 2008). 2.8. Intellectual property Management of intellectual property such as nutritional information, menus and recipes, nutritional and health quotes, logos and trademarks et cetera is essential for restaurants, and the La Marco restaurant is no exception. Because many issues concerning the same may not be clear to the layman, hiring of a Restaurant and Food Services lawyer is inevitable (Powers 2008). This lawyer will help in explaining intellectual property laws and evaluating any piece of information before it is made available to the consumer. The lawyer will also help in protecting the restaurant against any unnecessary and false attacks or exploitation on issues regarding intellectual property. Chapter 3 – Strategies 3.1. Business strategy 3.1.1. Vision The main vision of the La Marco restaurant is to become Rome’s leading themed restaurant. This will be achieved by incorporating all the necessary strategies in business and marketing and by applying the best marketing mix so as to ensure that the concept of the La Marco restaurant seeps into the consumer market and is appreciated widely. 3.1.2. Mission statement The mission statement of the La Marco restaurant is, “To ensure healthy dining for healthy living.” This can be achieved by not compromising on the quality of food and services given and by ensuring that our staff is trained to go way beyond the customer’s expectations. 3.1.3. Aims and objectives The main objectives of establishing the La Marco restaurant are as follows: i. To provide the highest quality and healthy food in the location ii. To become the best family joint in town iii. To provide an eating joint whose atmosphere is peaceful, fun and accommodating iv. To ensure that at least a 10% growth is seen every year, with the exception of the first year 3.1.4. Sustainable competitive advantage One of the reasons why the La Marco restaurant has sustainable advantage is because of the fact that it is the first Roman restaurant in the area which promotes strongly the concept of healthy eating and nutritional labeling in the area. Another reason is because it is located at a prime location in town, where there is a lot of human traffic and where it is close to the Basilica and other tourist attraction sites in Rome. Sustainable advantage can also be ensured by hiring well trained and qualified staff and also by applying the best SRHM strategies possible (Fullen 2005). 3.2. Marketing strategy 3.2.1. Product Most families in the area lack a place where they can find a balanced mixture of healthy eating, affordability and fun. The La Marco restaurant will provide them with a combination of these, making it fun for families and other groups of people to eat out (Zapoli 2005). 3.2.2. Price Though the La Marco restaurant is not aimed at making no profits or at running at a loss, the food and services offered will be offered at very affordable rates. The best pricing strategy will be used to ensure that the right profit margins will be left even after offering the products at a reasonable cost (Powers 2008). 3.2.3. Place The La Marco restaurant is placed at a location that is easily accessible and a location where the consumers can access on their way to their daily activities. It is not a place where they will have to travel specifically to get to the restaurant. For families, there is no better location for the restaurant than where it is at, because of its vicinity to the Santa Maria Basilica, the museum, the park and other amenities for socialization and tourism (Tribole 2004). 3.2.4. Promotion The best promotion strategy is that of giving offers on meals. Also, since the concept of the restaurant is healthy eating and nutritional labeling, offers will be given on healthy combinations of foods so that people will buy them more. Also, the restaurant will, during its initial months, employ sales people to give out flyers to potential consumers at the shopping malls and at the Basilica so that the restaurant will be known (Zapoli 2005). 3.3. Brand strategy The restaurant branding will be closely supported by the quality services and food offered. It is the aim of La Marco restaurant to over deliver when it comes to any commitment and declaration made to its customers. The brand should speak for the La Marco restaurant even at a glance. It should be the selling symbol for the restaurant. The best way the right branding can be achieved for this healthy eating and nutritional labeling restaurant is by investing in hiring good branding services (Fullen 2005). 3.4. Design strategy Apart from being functional, the restaurant design should also be cosmetic. Design includes the interior décor, the arrangement, the design of the menus; the colors of the utensils used and even the uniform of the staff (Powers 2008). The sound of the place will also be carefully designed as part of the design strategy. The sound will be designed in consideration to the elderly, the singles, the dating couples, children, tourists and business people. The table arrangement will be that that gives the occupants space and privacy in their conversations and interactions as they dine (Tribole 2004). 3.5. Summary For the La Marco restaurant, like any other restaurant, to be successful, the best mix and strategies should be employed. A correct balance needs to be put in place; otherwise the restaurant’s services will not be noticed even though they are of high quality. Adequate research should be done on how to promote the La Marco restaurant’s concept the best way possible (Powers 2008). Chapter 4 – Plan 4.1. Marketing The La Marco restaurant will offer the best place in town where families and individuals can dine out while still observing the highest standards of healthy eating. One of the extra services the customers will be given is free nutritional advice and tips, which will be on the menus, recipes, receipts, crockery and on the pieces of décor. This will be used as the main marketing strategy (Tribole 2004). 4.2. Operation The La Marco restaurant will operate from 8am to 11pm at night, but it will have flexible operating times for special occasions and when customers request for reservations at odd hours. The restaurant will operate on every day of the week. The restaurant will employ adequate staff such that they will be able to work in shifts to ensure that they are not overworked and to ensure maximum efficiency (Powers 2008). 4.3. Finance The restaurant has start up requirements, which include consultancy services, design, branding, electrical engineering, plumbing and sanitation, air conditioning and purification systems, smoke detectors, fire alarm systems, fire extinguishers, phone systems, legislation expenses (licenses and permits), lease, cutlery, crockery and kitchen utensils, cooking, preparation, serving and preservation equipment, security, marketing and training expenses, start-up salaries for staff, cleaning services and other long term assets (Strelecky 2009). The current liabilities for La Marco restaurant lie at 0% because the business has no current borrowing or outstanding bills. The La Marco restaurant intends to provide for 20% of the total equity and for the total start-up expenses, and it hopes to raise the rest from interested investors and from bank loans (Fullen 2005). 4.4. Risk management Management of the risk of fire will be done first by training the staff adequately on fire safety. The La Marco restaurant will also be fully equipped with the necessary fire fighting equipment and extinguishers, all according to the regulations of the government safety bodies. Health standards will be maintained so as to avoid the risk of food poisoning and contamination. This will be ensured by dividing the different segments of the restaurant to ensure that the food preparation and serving areas are clean (Tribole 2004). 4.5. Human resources Strategic human resource management is the best strategy that will be employed in the restaurant. The strategy of best practice will be employed, whereby the employees are given a level of freedom to be creative and to make decisions concerning the restaurant and also carry the full responsibility for the outcome of these decisions. Leadership empowerment will be used hand in hand with best practice. Also, incentives and motivation will be used to ensure that good work does not go unnoticed. Good relationship among the staff will also be cultivated (Strelecky 2009). 4.6. Time management In restaurant business, time is of great importance especially because customers want quick service. One of the ways through which time will be managed is by ensuring strategic division of duties among the serving staff and those preparing the meals. The placement of the tables will be such as to allow for free and fast movement of the waiters between the tables. Also, tables will have number tags so that it will be easy for a waiter to place multiple orders in the kitchen for different tables. Also, there will be one cashier for every two waiters so that handling of money will be fast and effective. Each table will have a bell for ease of identification when the customers need attention. Also, the menus will inform the customers that they might have to wait for about ten or fifteen minutes for preparation, while they take a drink or a starter (Fullen 2005). 4.7. Potential five years development It is the aim of La Marco restaurant to have tremendous growth within the next five years. The growth should be evident with the need for expansion, increase in number of customers and increase in profits. It is the long term goal to have other branches of the La Marco restaurant opened in different parts of the city so that it will serve a wider customer base. 4.8. Intellectual property management Intellectual property management will be done first by hiring a Restaurant and Food Services lawyer who will act as the legal adviser of La Marco restaurant, and who will advice appropriately before any intellectual property is put into use or display. The restaurant will consult with the relevant bodies on copyright laws especially because of the music played and because of the menus, recipes and nutritional labeling information (Alonzo 2007). 4. Conclusion and Recommendations With adequate financing, the La Marco restaurant will be started at the said location. It will promote the main concept, which is somewhat neglected, of healthy eating and nutritional labeling. Its main focus will be on offering a variety of low-fat diet options to the customers and creating the necessary awareness to them. The La Marco restaurant will also offer a solution to those who eat out, and it will offer a good place where good eating out habits can be restored to the individuals and to families. The La Marco will offer a wide range of services so that almost every group will be covered. These include children, families, romantic, buffet, business, special occasion dining and dessert, take-away and after-hours. It would be of great importance for the La Marco restaurant to greatly be in conjunction with other bodies that promote the concept of healthy living and nutritional labeling, as this will give it the necessary exposure and promotion it requires. References Alonzo, R. 2007. The Upstart Guide to Owning and Managing a Restaurant. New York: Kaplan Publishing. Fullen, S. 2005. Opening a Restaurant of other Food Business Starter Kit: how to prepare a restaurant business plan and feasibility. London: Atlantic Publishing Company. Lee, R. 2005. The Everything Guide to Starting and Running a Restaurant: secrets to a successful business. New York: Everything Books. Lynn, J. 2009. Start Your Own Restaurant Business and More: Pizzeria, Coffeehouse, Deli, Bakery, Catering Business. Chicago: Entrepreneur Press. Miller, D. 2006. Starting a Small Restaurant: how to make your dream a reality. California: Harvard Common Press. Powers, T. 2008. Introduction to Management in the Hospitality Industry. New York: John Wiley and Sons. Strelecky, D. 2009. Business Managers. London: InfoBase Publishing. Tribole, E. 2004. Eating on the Run. Atlanta: Human Kinetics. Walker, J. 2007. The Restaurant: from concept to operation. New York: John Wiley and Sons. Zapoli, J. 2005. How to Succeed in the Restaurant Business: Crunching Numbers – now that’s the bottom line. London: iUniverse. Read More