Connell Skaggs-CS 930218 CITY OF COPPELL
PLANNING DEPARTMENT
STAFF REPORT
CASE #: S-1065 - (SALSA TEX-MEX RESTAURANT)
P & Z HEARING DATE: February 18, 1993
C. C. HEARING DATE: March 9, 1993
LOCATION: 110 W. Sandy Lake Road (near Denton Tap Road) Suite #130.
SIZE OF AREA: 1,505 square feet.
REQUEST: Approval of a zoning change request from (C) Commercial to (C-SUP)
Commercial Special Use Permit, to allow the operation of a restaurant.
APPLICANT: Mr. Robert Villa
146 Pinyon Lane
Coppell, Texas 75019
HISTORY: No previous zoning history.
TRANSPORTATION:
Connell Skaggs shopping center can be accessed by two major
thoroughfares, Denton Tap Road which is a six-lane divided roadway, and
Sandy Lake Road, which is a two-lane divided roadway, but is planned
for a four-lane divided street.
SURROUNDING LAND USE & ZONING:
North - Vacant; C zoning
South - Retail user; R zoning
East - Vacant; TC zoning
West - Single-family structures; SF-12 zoning
ITEM 9
ANALYSIS: Submitted for your review is a request to operate a restaurant in Suite//130
of the Connell Skaggs shopping center. The specific type of food served
will be Mexican with a Tex-Mex flair. Further details of the restaurant
are provided in the attached business plan submitted by Mr. Villa.
The applicant has indicated that he will seek an application for a private
club permit with the Texas Alcoholic Beverage Commission in order to
serve beer and wine. Along with this request, Mr. Villa would like to
place two (2) tables outside of the restaurant, adjacent to the front eastern
wall of Albertsons. The storefront is really not wide enough (17' wide)
to accommodate the tables and chairs, and could also possibly restrict the
flow of sidewalk traffic. With the absence of canopies above the
doorway, there is no overhead cover to prevent an afternoon sun
exposure. Additionally, outdoor furniture would not be aesthetically
pleasing at this site because of the open area and the fact that the Connell
Skaggs shopping center is in one of our primary image zones. Staff has
no objections to the approval of a restaurant, however, we are concerned
that the outside seating is not appropriate here.
ALTERNATIVES: 1) Approve the zoning change
2) Deny the zoning change
3) Modify the zoning change
ATTACHMENTS: 1) Site Plan
2) Business Plan
s1065.stf
BUSINESS PLAN
FOR
SALSA TEX-MEX
RESTAURANT
To Be Submitted To
CITY OF COPPELL
By: Roberto Villa
(214)393-1612 (Home)
(214)630-5758 (Business)
January 20, 1993
BUSINESS PLAN CONTENTS
1. Cover Page
2. Table of Contents
3. Executive Summary
4. The Market
5. The Product
6. Finances
EXECUTIVE SUMMARY
The main objective at Salsa Tex-Mex will be to provide a nutritious, home-made meal, fast,
in a clean restaurant, with a high value perception, and at the highest quality possible.
The highest standards will be maintained through the implementation of a realistic but
challenging quality control system. This quality control system will concentrate on the
following basic restaurant operations: purchasing, receiving, storing, preparing, holding
food, serving, selling, food presentation, customer feedback, and system reorganization.
Quality variation will be statistically controlled where possible. Freshness will be
emphasized and this must be a customer's perception always.
The speed of service will be maintained by providing 80% of the menu items immediately.
These items will be held in the steam table and served on demand. Other items will be
cooked to order, for example: grill chicken or fajitas. Those items cooked to order will be
selected based on a cooking time of less than 6 minutes. Left-over food v,511 never be mixed
with newly prepared food to maintain high quality food.
Maintaining a detailed opening and closing checklist will insure a clean restaurant.
Sanitation is the cornerstone of any effective and efficient restaurant and this is mandatory
to provide a profit.
To reduce food cost, portion control will be used. Holding food at the proper temperature
is imperative. A maintenance schedule x~411 be in effect immediately. This will reduce food
cost and repair and maintenance cost. Suppliers will be educated on our quality standard
and expectations. Substandard materials and/or food will never be accepted. We must
maintain a profitable restaurant in order to prox4de jobs and quality food to our customers.
To be able to penetrate our market effectively we must do what the customer wants when
he wants it in a realistic and business-like fashion. To start we must deal with this reality:
the customer does not have all day to eat. See Figure 1. If a potential customer works in
Area A, within 5 minutes from Salsa, he has 20 minutes to eat. If he works in Area B, 10
minutes away, he has 10 minutes to eat. You can see the importance service time plays in
our efforts to increase our market size. This location is an oasis for anyone who wants an
excellent meal in a clean and beautiful atmosphere.
The competition is not formidable but we respect it. There is no building around compared
to this location. Our experience is well rounded and extensive. We have more than 30
years experience and are college educated. We will be the new standard in the area which
everybody else will be measured by. We are here to stay and to start a new tradition.
The financial needs will be provided by Roberto Villa. Due to the situation of this location
we know an original investment of 30,000 will be adequate. Any additional capital will be
provided by Roberto Villa.
The philosophy of Salsa Tex-Mex is to achieve excellence in our relationship with...
Customers By consistently producing customer satisfaction through a high
level of service, product quality, cleanliness, and appropriate
atmosphere at an acceptable price/value relationship.
Employees By providing equal opportunity, a climate conducive to a high
degree of personal development, a high degree of economic
satisfaction, and an opportunity for personal involvement of all
employees.
Social Environment By recognizing our social and local community responsibility
and encouraging positive involvement.
Proprietors By initiating action in the best interest of the proprietors and
provide a fair return on owner's equity consistent with the
demands of the marketplace.
Supplier/Assoc Group By dealing fairly and ensuring mutual respect through full
disclosure of the objectives and the relationships.
FIGURE I
Salsa Tex Mex 5 Minuteg
Area A
\
... U.S. Post Office
-. · Area
~,,, 10 Minutes
THE MARKET
Our immediate market is made of residences and a small industrial area.
The bulk of our customers will be residents who are between 25 and 40 years of age with an
average income of $40,000 to $100,000 per year. We have to design a menu that will be sensitive
to this particular market segment. The pricing of our menu items will cover a range of $4.00 to
$9.00. Customers will be attracted by word of mouth, flyers, newspaper and d~.rect mail. Coupons
w~ll be used during slow periods. The building location itself will be good advertising.
Here are some menu items:
Enchilada Dinner (Lunch Special) $3.95
Chicken Avocado Salad $4.95
Sour Cream Chicken Enchiladas $4.95
Taco Salad $4.95
Flautas $4.95
Chicken Fried Steak $4.95
Grilled Chicken Breast $6.95
Outrageous Chimichanga $6.95
Macho Combo $6.95
Sampler Platter $6.95
Cavarones a la parilla (Shrimp) $7.95
3 YEAR PROJECTED STATEMENT OF OPERATION
SALSA TEX-MEX
Year One % Year Two % Year Three %
Sales 150,000 100 200,000 100 250,000 100
Cost of Sales 45,000 30 60,000 30 75,000 30
Labor Cost 45,000 30 56,000 28 67,500 27
Total Cost of 90,000 60 116,000 58 142,500 57
Sales
Gross Margin 60,000 40 84,000 42 107,500 43
OTHER
EXPENSES
Base Rent 10,800 18,000 18,000
Taxes 2,000 2,200 2,400
Advertising 7,500 5,000 5,000
Insurance 850 950 1,100
Telephone 600 650 750
Repair & 1,200 1,500 1,750
Maintenance
Cleaning 300 325 350
Supplies
Laundry 480 500 5 "R5
Office 600 600 600
Expenses
Paper Supplies 2,400 2,800 3,200
Miscellaneous 2,000 2,500 2,500
Utilities 12,000 12,000 12,000
Total Other 40,730 21.5 47,025 16 48,175 13.3
Expenses
NET PROFITS 19,270 18.4 36,975 26 59,325 29.3
SALSA'S BREAKEVEN STATEMENT
Sales $8,000
Cost of Sales $1,900
Labor $3,000
Total Cost $4,900
Gross Margin $3,100
Other Expenses
Rent $1,500
Taxes $ 700
Accounting $ 200
Insurance $ 70
Utilities $1,000
Telephone $ 40
Paper Supplies $ 60
Cleaning $ 30
Laundry $ 30
Miscellaneous $ 400
Total $3,260
Net Profit (Loss) ($160)
Sales Profit (Loss)
First Month Projected Sales $6,000 (2,000)
Second Month Projected Sales $7,000 (1,000)
Third Month Projected Sales $8,000 (160)
Fourth Month Projected Sales $9,000 $1,000
Fifth Month Projected Sales $10,500 $2,500
Sixth Month Projected Sales $12,000 $4,000
ROBERTO A. I LLA
146 Pinyon Lane Villa's Restaurant
Coppell, TX 75019 3101 Stemmons Frw.~
(214) 393-1612 Dallas, TX 75019
(214) 630-5758
WORK EXPERIENCE:
1991 To Present Villas Restaurant
Owner
Duties and responsibilities consisted of scheduling, payroll,
ordering, receiving, advertising/promotion, food cost, bar
control, labor control, developing managers, recruiting, training
and delive~5,.
1990- 1991 Rosita's Restaurant
General Manager
Duties consisted of payroll, scheduling, ordering, receiving,
advertising/promotions, food cost, bar cost, labor control,
recruiting, training, developing managers, catering, banquet
service to a ballroom with a capaci~ of 700 people.
1978 - 1990 El Torito (DeNada" Company)
Manager
Duties consisted of payroll, scheduling, ordering, receiving,
advertising/promotion, food, cost, bear cost, training period to
learn how to train employees, out of 25 restaurants E1 Torito
was chosen "Store of the Year" 3 years, developed the deliver),
service in two stores, kitchen manager, bar manager and floor
manager, Promoted from Waiter to Head Waiter to Assistant
Manager.
REFERENCES AV LABLE UPON REQUEST