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Business plan project

This project is designed as you who plan to open (or acquire) your own new business after graduation. Students will be required to create and refine their business concept, define the market potential, and to create a well-developed business plans that incorporates all of the knowledge and skills acquired throughout the M.B.A. program. Students who select this track will develop a business description and vision, define the market (through industry analysis and target market description), describe the products and services as well as organization and management, develop a strategy for marketing and sales, estimate startup costs with sources of funding requirement, develop financial statements (estimates) for their business to enable them to launch the business during or after graduation. The goals for the student is to create a formal business plan suitable for submitting to a potential investor, bank or lending institution, or venture contest.

E FOLLOWING SECTIONS SHOULD BE INCLUDED IN YOUR FINAL INTEGRATIVE PROJECT PAPER Sectio n# Section I Executive Summary II Statement of Mission and Company Description III Industry Analysis and Trends IV Target Market V The Competition VI Strategic Position and Risk Assessment VII Marketing Plan and Strategies VIII Keys to Success IX Operations Plan X Technology Plan XI Management and Organization XII Community Involvement and Social Responsibility XIII Development, Milestones and Contingency/Exit Plan XIV The Financials Financial Objectives Financial Control Financial Statements and Analysis o Income Statement: Annual o Income Statement: Three-Year Projection o Cash-Flow Projection o Balance Sheet o Sources and Uses of Funds o Assumptions Sheet XV Appendices Running head: COULEURS DU MONDE 1 MONROE COLLEGE King Graduate School of Business Management MG Strategic Management BY TO Dr. Roberta Harris Table of Contents Couleurs du Monde...................................................................................................................................4 Mission.......................................................................................................................................................4 Vision Statement........................................................................................................................................4 Company Objectives.................................................................................................................................5 Target Market..........................................................................................................................................5 COULEURS DU MONDE 2 Hiring and Training.................................................................................................................................5 Profits......................................................................................................................................................5 Company Description................................................................................................................................6 Restaurant, Bar and Lounge....................................................................................................................6 Industry Analysis and Trends...................................................................................................................7 Restaurant, Bar and Night Club Industry.................................................................................................7 Full-Service/Fast Food Industry..........................................................................................................7 Bars and Nightclubs.............................................................................................................................8 Target Market..........................................................................................................................................10 Demographics and Customer Profile.....................................................................................................11 The Competition......................................................................................................................................11 Maite Restaurant....................................................................................................................................12 Briskettown-..........................................................................................................................................12 Kristophe-..............................................................................................................................................12 Samurai Mama......................................................................................................................................12 Brooklyn Bowl......................................................................................................................................12 Strategic Position and Risk Assessment.................................................................................................13 Variable Operating Costs.......................................................................................................................13 Dependence on Consumer Spending.....................................................................................................14 Flat Alcoholic Beverage Consumption..................................................................................................14 Critical Issue..........................................................................................................................................14 Marketing Plan and Strategies...............................................................................................................15 Upselling...............................................................................................................................................15 Promotional Specials.............................................................................................................................15 Advertising and Promotion.....................................................................................................................16 Websites and Mobile Applications.........................................................................................................16 Social Media Advertising......................................................................................................................16 Word of Mouth Advertising...................................................................................................................17 Radio Advertising..................................................................................................................................17 Brochures and Banners..........................................................................................................................17 Blast Emailing.......................................................................................................................................18 Celebrity Advertising.............................................................................................................................18 Keys to Success........................................................................................................................................18 Customer Loyalty Programs/ Specials...............................................................................................19 COULEURS DU MONDE 3 Employee Training Programs............................................................................................................19 Operations Plan.......................................................................................................................................19 Venue Space/ Rentals.............................................................................................................................21 Pricing Strategy.....................................................................................................................................21 Technology Plan.......................................................................................................................................22 Management and Organization..............................................................................................................22 Garret Ganesh....................................................................................................................................22 Ezra Bailey........................................................................................................................................23 Jennie Bodden...................................................................................................................................23 Managerial Responsibilities...............................................................................................................24 Community Involvement and Social Responsibility.............................................................................24 Development, Milestones and Contingency/Exit Plan..........................................................................24 The Financials..........................................................................................................................................25 Summary and Overview........................................................................................................................25 Sources and Use of Funds.......................................................................................................................25 Assumptions.............................................................................................................................................26 Startup Expenses...................................................................................................................................26 Summary Projections..............................................................................................................................26 Annual Growth Rate Percentage........................................................................................................26 Weekly Sales Variance-.....................................................................................................................26 Seasonal Sales Variance-...................................................................................................................27 Income Statement....................................................................................................................................27 Expenses................................................................................................................................................27 Income...................................................................................................................................................27 Balance Sheet...........................................................................................................................................29 Cash Flow Projection..............................................................................................................................31 Breakeven Analysis..................................................................................................................................32 Couleurs du Monde Couleurs du Monde\" or as we may say \"Colors of the World\" is an exotic restaurant, bar and lounge that seeks to combine the many colors of the world. We are in the heart of where the COULEURS DU MONDE 4 nightlife strikes; Williamsburg, New York. The merging of Caribbean, African and Asian culture is strong in the background of this vibrant place. Couleurs du Monde management team, is dedicated to operating this restaurant, bar and lounge at its full capacity. Our team comprises of well-educated and experienced entrepreneurs who are experts in their professed field. Mission \"Couleurs du Monde\" goal is to capture the hearts of New York's food, beverage and nightlife patrons. We want to spread the word about our excellent food and beverage, along with our outstanding service and exotic lounge. We believe that the popularity of fine dining and nightlife, with the highlight of our exotic dancers and live entertainment space will elevate \"Couleurs du Monde\" to being the ideal exotic, trendy and unique hot spot. Vision Statement We see \"Couleurs du Monde\" as becoming a very popular hotspot for celebrities, high profile partygoers and persons who want to host special events and splurge in the \"Colors of the World\". Company Objectives \"Couleurs du Monde\" is an upcoming business in the food and beverage/entertainment industry. We will be situated in Williamsburg, a place that is becoming popular for food, leisure and nightlife. Therefore, our objectives are as follows; COULEURS DU MONDE 5 Target Market Increase and expand our market to young professionals over age 21 by implementing effective marketing strategies Furthermore, we aim to execute simple but effective food and beverage menu options in order capture the taste and preferences of consumers. Additionally, we are committed towards providing a safe zone policy into our business in order to ensure that consumers are comfortable and relaxed in the environment that they are enjoying their time and spending their money. Hiring and Training We want our consumers to have an exotic experience when they are at \"Couleurs du Monde\" therefore, we are committed to hiring and training the right staff in order to execute and exceed our consumers' expectations. We want this business to be not just a thrill of exotic culture, but a mind-blowing occurrence that will create a stir in this market, and trigger a rippling effect that will distinguish our products and services from our competitors. Through our marketing and promotional strategies, we expect to capture at least 20 percent of the market share, and trigger our food and beverage sales. Profits We also are seeking to make our venue a hot spot for special events such as private parties, wedding receptions, birthday parties, product launches, and also the provision of catering services, in order to maximize our profit margins in the near future. Moreover, our exotic dancers are one of our unique attributes, therefore their highly skilled dance techniques will promote \"Couleurs du Monde\" through word of mouth thus drawing new and regular consumers to see these talented acts, and as such increasing our profit margins. COULEURS DU MONDE 6 Company Description Restaurant, Bar and Lounge This combined entity captures the infusion of the cultural background of its three business partners. The restaurant and lounge is ideal for showcasing cultural genres and caters to the guest's needs of relaxation, fun and expression in various forms. \"Couleurs du Monde\" a vibrant and high class chill spot, will be the next new place to have a wonderful time with family, friends and loved ones. Our restaurant menu combines selective traditional Afro-Caribbean, Asian, and American food and our Executive Chef, ensures that our guests are overly satisfied and will keep on coming back for more. Additionally, our bar and lounge is the new hype place to be. The interior incorporates some of the many vibrant but classic architectural designs from many countries across the globe. Our bar menu serves some of the top alcoholic and non-alcoholic beverages executed by some of the very best and famous mixologists in the world. Our sassy, exotic bar and lounge, will be operated by its Food and Beverage Director in order to maintain the smooth and upscale running of the bar and lounge area. Furthermore, our Events and Entertainment Director will focus on marketing and promoting our brand to our target market to ensure that we keep our customers satisfied with the product and service we offer. The General Manager oversees the full operations and financial operations of this business in order to maximize our overall goal. From exotic dancers to live entertainment, to celebrity hosting, you name it, we are ready to indulge you in the wonders of our colorful world. COULEURS DU MONDE 7 Industry Analysis and Trends Restaurant, Bar and Night Club Industry Food Service Industry Euromonitor International and Nation's Restaurant News report that the global food services industry, including restaurants, generates close to $2.6 trillion in annual revenue. Most industry growth is expected to be generated in the Asian/Pacific region and Latin America. Furthermore, slower growth is projected for North America, due to intense competition in a saturated market. The U.S. restaurant, bars, and food services industry include more than 600,000 establishments (single-location companies and units of multi-location companies) with combined annual revenue of about $520 billion[Hoo15]. The foodservice industry is nearly equal in size to food retailing: For instance, the food marketing system, including food service and food retailing, supplied about $1.24 trillion worth of food in 2010, of this total, $594 billion was supplied by foodservice facilities. Commercial foodservice establishments accounted for the bulk of food away from home expenditures in 2010. Moreover, some food service establishments are located within facilities that are not predominantly engaged in dispensing meals and snacks, such as lodging places, recreational facilities, and retail stores. Conversely, schools and nursing homes are types of non-commercial foodservice establishments. Such establishments are often called institutional foodservice facilities. Full-Service/Fast Food Industry The full-service and fast food industry, is the second largest segments of the commercial foodservice market. A full-service establishment includes a wait staff, and other amenities such COULEURS DU MONDE 8 as ceramic dishware, non-disposable utensils, and alcohol service. On the other hand, fast food restaurants use convenience as a selling point; they have no wait staff, menus tend to be limited, and dining amenities are usually scarce. Over the past few decades, the market for fast food has grown more rapidly than that for food in full-service restaurants. As part of their growth strategy, fast food companies built more outlets closer to consumers' homes and work places to make it more convenient for consumers to purchase meals and snacks. Many restaurant companies opened outlets in nontraditional locations such as department stores. Bars and Nightclubs The state of the economy and alcohol-related trends drive the Bars, Nightclub and Drinking Establishment industry. Ideally, companies in this industry sell alcoholic beverages for onpremises consumption and most likely offer limited food service. These companies are usually local or regional since various state liquor laws make things harder for them to form large chains. In the U. S. economy, revenues incorporate beer, which represents nearly 35 percent of sales, distilled spirits or hard liquor also 35 percent of sales, food and nonalcoholic beverages that is 15 percent of sales and wine which is 10 percent of sales. In this industry, the main customers are between the age group of 21 and 35, therefore most companies evaluate their target market based on interest with biker bars, sports bars, single bars and dance clubs which attract a variety of groups. With regards to sales, this can be determined on a seasonal basis with the summertime being the peak period[Hoo15]. Laws and regulations surrounding liquor vary from country to country. For example, the legal drinking age for beer and wine in Germany is 16. While drinking laws are less strict in some countries compared to those in the US, laws are stricter in other places. Many Islamic COULEURS DU MONDE 9 countries, for example, forbid the consumption of alcohol by Muslims. But some such countries allow hotels to sell alcohol in order to accommodate non-Muslim tourists. The U.S. bar and nightclub industry's drinking establishments primarily engaged in the retail sale of alcoholic drinks number around 70,000, according to IBIS World, which generated approximately $24 billion in combined annual sales revenue, with the average establishment accounting for about $200,000. The industry has high product turnaround, but low profit margins that make it susceptible to any adverse changes in demand (including any recessionary declines). States, representing the majority of drinking places were: Wisconsin with 4,489; California with 4,449; Texas with 4,388; New York with 4,283; Illinois with 3,634; Pennsylvania with 3,572; Florida with 3,191; and Ohio with 3,201. Other significant states included Michigan, New Jersey, Louisiana, Indiana, Iowa, Minnesota, and Washington. Worldwide, there are 61 nightlife markets. The top countries are Japan, China, India, Russia, Canada, Mexico, Brazil, Argentina, UK, France, Germany, Italy and U.S. No major companies dominate; varying state liquor laws complicate the ability to form large chains. The industry is highly fragmented: the 50 largest companies hold just over 5 percent of sales. Taverns were the largest sector within the industry, with 19,660 drinking places. Combined, they shared more than 32 percent of the market. Bars and lounges represented 19.8 percent edging out drinking places share of about 19.5 percent of the market. Cocktail lounges held 11.5 percent and night clubs had 8.6 percent. Per the U.S. Census Bureau's Statistics of U.S. Businesses, there were about 351,912 people employed within the industry with nearly $4.1 billion in annual payroll in 2005. Our potential location, Williamsburg, is situated in the borough of Brooklyn. This area has developed into one of New York City's most culturally vibrant enclaves. According to a 2013 census conducted, there are over 1,629,159 inhabitants in Manhattan consisting of African Amer- COULEURS DU MONDE 10 icans, Italians, Jews, Puerto Ricans, and Dominicans. Manhattanites are fleeing the already claustrophobic island they call home, Williamsburg welcomes this redevelopment with massive renovation and sky-high property making Brooklyn the new Manhattan as it continues to grow and evolve. Based on three zip codes in Williamsburg Brooklyn, there are approximately 97,764 males and 100,246 females residing in and around the 11206, 11211 and 11237 Williamsburg zip code. Of these individuals 12,824 are white collar workers employed in the area and 5,611 are blue collar workers. The household income and average income for persons under (25 is over $31,376), (25 to 44 - $53,067), (45 to 64 -$38,734) and (those over 65 is $22,667). This income reflects those persons who have been living in Williamsburg most of their lives and not the Manhattanites who are relocating to Williamsburg. Target Market \"Couleurs du Monde\" seeks to capture a broad market. Through market research, we have recognized that people love to eat, drink and socialize. We are willing and ready to fulfill our guests' desires with the product and services we have to offer. This is what differentiates us from our competitors. It is all about the ability to mix, mingle and be free in a place that is within your comfort zone. \"Couleurs du Monde\" is ready to capture the various markets that are focused on having an experience of their lifetime. We are aiming to capture the preferences of the following markets; Age 18 years and older (must be age 21 and over to enter the bar and lounge), singles, couples, families, food and beverage lovers, music lovers, night life lovers, special event planners, promoters, musicians, artistes, celebrities, tourists, middle to high income individuals and exotic dance lovers. COULEURS DU MONDE 11 Demographics and Customer Profile Williamsburg is located in the borough of Brooklyn community district 1, bordering Greenpoint to the north; Bedford-Stuyvesant to the south; Bushwick, East Williamsburg, and Ridgewood, Queens to the east; and Fort Greene and the East River to the west. Its water front offers a spectacular view of Manhattan and the East side river. Williamsburg is one of Brooklyn's most popular and exciting districts connecting the old and the new; Young and old can experience the creative energy and young vibes in this area. The trendy Williamsburg scene showcases a backdrop of old industrial buildings, expansive waterfront high rises and a prehistoric community of Hasidim. To put in simple terms, Williamsburg is a mishmash of culture and panoramas, a wonderful blend and reflection of what \"Couleurs du Monde\" signifies. The Competition The restaurant industry is highly competitive with respect to price, value and promotions, service, location, and food quality. There are a substantial number of restaurant operations that compete with us for customer traffic, some of which have significantly greater resources to aggressively market to consumers, which could result in our concepts losing market share. Consumers are highly focused on value and if other restaurants are able to promote and deliver a higher degree of value, our guest traffic levels may suffer, impacting revenues. In addition, with improving product offerings at quick-service restaurants and grocery stores, coupled with the present state of the economy, consumers may choose to trade down to these alternatives, which could also negatively affect revenues. Personal income and entertainment preferences push demand. The profitability of specific and individual companies depends on its ability to drive traffic and develop a loyal clientele. Furthermore, small companies can compete effectively by catering to the local market, offering COULEURS DU MONDE 12 unique products and entertainment or exceeding customers' expectations. Additionally, bars and nightclubs compete with other venues that offer alcoholic beverages or entertainment, these include restaurants hotels and casinos. These businesses also compete with alcohol consumption at home. Williamsburg is home to an incredible array of the borough's most creative restaurants, music venues, bars, lounges, taverns and nightclubs. Its competitive landscape is composed of more than 50 establishments, which offer variety of foods and environment styles. The competition comes in several forms, and there are several establishments that offer one or more than two services at their location. Some of our primary competitors in Williamsburg area are: Maite Restaurant- which offers a cross cultural menu rooted in Basque flavors with a Colombian flair and a major Italian influence. Briskettown- offers an inexpensive menu, with its renowned Texas-style barbecue and breakfast. Kristophe- with its Eastern European decor offers customized foods such as venison burgers and duck pierogies, and also beers and home-made cocktails. Samurai Mama- displays its Japanese culinary \"savoir-faire\" such as sushi, home-made soup and so on. Brooklyn Bowl-is a cavernous and a bowling alley with live shows displayed on the screens above the lanes, with a music venue inside. It offers good food, an enormous bar with an impressive selection of craft beers. To just name a few places, other restaurants with diverse culinary culture, such as American, Canadian, Caribbean, French, South African, Korean and Italian styles are also well estab- COULEURS DU MONDE 13 lished in Williamsburg district. Most of the establishments are small or medium sized; and are family owned and operated Since the demand within the industry is driven by consumers' tastes and incomes, there are no restaurants, bars or lounges with a dominant market share in Williamsburg. The financial viability of our industry depends on efficient operations, food quality, and effective marketing. Due to the homogeneous nature of the products and services offered in the industry, the main point of differentiation is therefore in the superior and customized customer services, unique and quality foods/cocktails products, and technology integration in service delivery. In addition, Williamsburg's foods and drinks establishments differentiate themselves by the diversity of cross-cultural atmosphere and decors. Therefore, our Restaurant/Bar/Lounge which offers a completely different environment (fusion of Caribbean, Asian and African cultures), will focus on customer service, quality and value as these are the top attributes consumers look for when choosing a restaurant or a place to hang out. Customers are looking for food quality, value and speed of service when picking where to dine. Pricing remains also a key element to have a competitive advantage and has the power to retain customers; therefore we will adjust our products' prices in regards to our direct competitors. Strategic Position and Risk Assessment Variable Operating Costs Essentially, the food services industry is subject to fluctuations in various operating costs. Major cost areas include labor and insurance; opening, closing, relocating, and remodeling restaurants; advertising, marketing, and promotion; and ingredients, equipment, and utilities. Additionally, food prices can vary as a result of supply changes, which may be linked to severe COULEURS DU MONDE 14 weather such as droughts, heavy rains, and late freezes. If a business raises prices in response to increased costs, it could negatively impact sales. Dependence on Consumer Spending Additionally, because restaurant meals are flexible purchases, demand is vulnerable to shifts in consumer confidence and spending patterns. For instance, when the recession occurred during the late 2000's, industry employment fell as consumer spending decreased. Slower traffic and smaller tickets during tough economic times can put pressure on profits. Flat Alcoholic Beverage Consumption With regards to bars and nightclubs, increasing sales can be difficult due to flat alcoholic beverage consumption. The World Health Organization states that per-capita consumption of alcohol in the U.S. has been moderately constant in recent years, at about 2.5 gallons of pure alcohol per person annually. Also, the fall in demand for beer (the majority of the market) balances consumption gains for wine and hard liquor. However, sales of alcoholic beverages at U.S. bars and nightclubs are growing modestly as rising consumer spending has allowed some operators to increase drink prices, as stated by Technomic. Critical Issue To start a business in an already saturated industry, we are aware that \"Couleurs du Monde\" is in its early stages and as such, face issues critical to its long term success. These critical issues include; establishing itself as a prime nightlife location, pursuing controlled growth that minimize the possibility of experiencing debt or bankruptcy. Furthermore, constantly monitoring customer satisfaction and ensuring that our growth strategy will never compromise service, product and satisfaction levels. COULEURS DU MONDE 15 Marketing Plan and Strategies Couleurs du Monde sales and marketing strategy will emphasize the strengths of our company, our products and services. We will position ourselves as an aggressive, innovative company that supplies the market with high-quality food, beverages, entertainment and services. Upselling Food and Beverage staff at Couleurs du Monde, will be taught the skill of upselling. For example, a waiter who knows his menu items and prices can increase a guest check by several dollars while improving the overall dining experience by simply suggesting additional items on the menu to go with their meal. Suggestive selling is very important to boost food and beverage sales at Couleurs du Monde. Promotional Specials One of the most effective forms of restaurant marketing is the promotional special. Labeling anything coveted by customers with the phrase "limited time only" is a strategy we will be implementing at Couleurs du Monde to fill the dining room. Whether it's a temporary price reduction or a seasonal menu item, if customers think it won't be available long, they take advantage while they can. For instance, we can implement specials on steak every Thursday. If the restaurant has a slow period between lunch and dinner, an "early bird" menu that's only available between 2 p.m. and 4 p.m. will be a great strategy to fill any empty seats. For the bar and lounge, we can implement the ladies free before 12am promotions, happy hour appetizers and drinks specials as an effective strategy after a predetermined number of visits for our loyal consumers. COULEURS DU MONDE 16 Customer Loyalty Programs Regular guests are the most valuable resource for any established business. They will also help to market our restaurant, bar and lounge through word of mouth. To get the most profits, we will need to increase the number of repeat customers. Therefore, loyalty programs offer incentives such as small discounts, free menu items, birthday specials, and so on. This strategy will allow us to better market our target audience, and build relationships by showing how much we value our best customers. Advertising and Promotion Our focus and marketing message will be the services offered. We will develop our message, communicate it, and fulfill our commitment to excellence. Websites and Mobile Applications Many restaurants and bars have created their own website and mobile applications. Though this is not a requirement for all restaurants and bar establishments, but it is definitely something to consider if a large portion of our target market uses smart phones and computers. We will therefore customize our restaurant, bar and lounge mobile application and website. Consumers will easily find all important information, such as hours, location the menu options, upcoming events and they will be able to make reservations, view the entertainment night acts or just relax and sip on some of our popular cocktail and wine beverages while being entertained by our exotic dancers. Social Media Advertising The first advertising scheme that, will be implemented is to create Facebook, Twitter, Instagram and Myspace accounts, and a personalized website. More and more, technology is af- COULEURS DU MONDE 17 fecting where customers choose to dine and have a good time. Social media represents a big part of technology. Accounts on social media sites are free, and we can use Twitter, Facebook, Myspace and other social media outlets to advertise events, have giveaways or otherwise keep customers and followers up-to-date on restaurant and lounge activities and events. Word of Mouth Advertising In a recent survey, 93 percent of people older than 21 year olds have a Facebook, Twitter or Instagram account. And the positive outcome with those social medium is the \"word of mouth\" effect that they bring. Through the word of mouth effect, we will be able to create a positive buzz about our restaurant, which provides tasty food, beverages and an enjoyable customer experience, so people will tell and invite their friends. Radio Advertising We will be using radio advertising to capture our audience. According to a survey on menucoverman.com, radio advertising reaches 80 percent of more than 21 year olds daily. For special promotions, at the lounge, radio advertising will be used for special events hosted on specific nights. We will not be looking to use radio advertising in the long run of the business due to its high costs, but it is important to us to spread the grand opening news through as many avenues as possible. Brochures and Banners As mentioned above, brochures and banners will be part of our marketing strategy. The brochures will be printed to be handed out through the streets of Williamsburg. They will contain all the important features that will entice consumers to check out \"Couleurs du Monde\". Furthermore, t-shirts, pens, mugs, coasters, hats, just to name a few, are all part of our promotional strategy specifically for night life activities. COULEURS DU MONDE 18 Blast Emailing Email marketing is traditionally used primarily to send out coupons, groupons, but our establishment can also use email to inform consumers who sign up about special events or new menu items. We will be also sending customers a special Happy Birthday email and also on holidays such as Labor Day, Christmas Day, etc. to show that we care and providing them with small gift specials. For the promotion of special events, email blasts are ideal in keeping customers aware of what is happening on special events nights and giving them options to experience the exotic nightlife we offer. Celebrity Advertising And lastly, hosting events is the way to make \"Couleurs du Monde\" the best place to be. We will have live music shows, stand-up comedy, celebrity appearances and other events in the lounge. This will help us to attract new customers and give our regular customers a reason to keep coming back. Events are fun for both the staff and consumers. Also, the longer the event lasts, the more likely consumers are to spend more money. This is extremely essential for boosting our sales margin. Keys to Success Our keys to success is to provide a product and service that meets market demand and satisfaction. Once these keys are achieved, \"Couleurs du Monde\" will become a profitable and sustainable business. \"Couleurs du Monde\" will provide exceptional service that leaves a lasting impression with our main clientele. We will provide an unswerving atmosphere of food, beverage, entertainment and product quality, while managing all internal finances and cash flow to ensure an increase in profit growth. To ensure that \"Couleurs du Monde\" experience rising growth in investment, there will be firm control of all cost without any exemption. COULEURS DU MONDE 19 Customer Loyalty Programs/ Specials At \"Couleurs du Monde\