Strategic Growth & Development

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ebmd incorporated
driving domestic and international growth
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- Expansion Capital - Strategic Plan of Growth -
The Process - The Narrative - The Business Of The
Narrative - Action Plan - Going Forward
- Expansion Capital - Strategic Plan of Growth -
The Process - The Narrative - The Business Of
The Narrative - Action Plan - Going Forward
ebmd incorporated
driving domestic and international growth
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Expansion Capital
Securing Expansion Capital For Corporate Growth
Securing Expansion Capital For Corporate Growth
Expansion Capital
ebmd incorporated
driving domestic and international growth
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Expansion Capital
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Strategic Plan of Growth
Expansion Capital
We think we can provide you with the first and
the second, and help you position for the
third - Industry Shaking Strategic Plan of
Growth - Correlated Source Of Expansion Capital -
Growth Through Retained Earnings

• The cycle looks like this
• - To grow you have to increase sales.
• - To increase sales, you have to increase your
  current assets.
• - To increase your assets, you need expansion
  capital.
• Today, to justify an infusion of expansion
  capital, you need an industry shaking
  Strategic Growth Plan.

You can't grow unless you have money to invest
money in the form of expansion capital.
Expansion Capital Industry Shaking Strategic
Plan of Growth Supported By Improvements In
Internally Generated Funds
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Strategic Plan of Growth
The Process
High end food and famous chefs can only go so
far. Its the NARRATIVE that brings customers
back to restaurants. Just as in reality TV, the
NARRATIVE the story is what counts. To create a
dramatic new type of food service, a story has to
be built around both the food and the chef.
All of this suggests that a new form of dining is
called for something the public has never seen
before. If we can create this new form of
diningwith only minor modifications to the
current Red O template, theme and offeringthen
we are sure to succeed in finding the capital
needed to expand.
The restaurant industry is dead i) margins are
frozen, ii) expansion for the sake of expansion
does not lead to bigger profits, iii) from the
publics perspective nothing exciting is going on
at the high-end food service level, iv) to
succeed in building revenue a new draw is needed,
v) to create stickiness on the part of customers,
a hook is needed to keep customer interest high
and keep them coming back

• To make it work,
• - The story must be pre-marketed.
• The customers must be able to participate in the
  story.
• The supporting actorsthe Chef and the foodmust
• execute the story.
• At the end of the story, a new story must take
  the
• stage.

We have a plan that can achieve the above, and
believe that if the plan works, it will generate
numerous sources for the expansion capital we
need.
What will make customers keep coming back? Its
not high-end food, per se. Nor is it a famous
chef per se.
Investors seek market leaders, not market
followers. Food service investors are looking for
the next newest and greatest form of high-end
food service something that brings customers
back time, after time, after time.
Why is a Strategic Plan of Growth needed?
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The Process
The Narrative
What we are going to show you will have the
up-market restaurant industry talking about you
forever. It will have the world of gastronomy
writing about you and it will make customers
flock to eat at your restaurant.
We are going to show you how we can develop for
Red O a new industry leading, unrivaledunmatched
TYPE of high-end restaurant. Something the world
has not seen before.
4. And in the process not only generate interest
from investors, but generates Expansion Capital
from each participant to the program.
Summary Strategic Plan ? Tactical Plan of
Action? Business Model ? Expansion Capital
By taking the route 1. Of creating a new
Strategic Plan for high end food service
offerings
3. We can create a winning Business Model that
sets you apart from every other restaurant in the
world
We want to be the ones that do it for you. We
want to be your consultant advisors to not only
flesh out the Strategy and Tactics, but define
the Business Model and Investment offering to
garner the Expansion Capital.
Make no doubt about it what we are about to
define is a new restaurant TYPE not seen before.
2. Along with a Tactical Plan of Action to put
the strategy in place
What is the point of our presentation?
How are we going to do this?
What are we asking for?
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The Narrative
Each restaurant will be heavily promoted via
Social Network Group Marketing an online Red O
video channel TV show affiliations print
stories public appearances.
Imagine
Each restaurant shares a common trait they all
feature the worlds top rated chefs. In fact,
each share FIVE of the worlds top rated chefs
through a mech- anism we call PopUp Chefs.
You have five new restaurants.
So what does a new high-end, reality TV-meme
restaurant look like?
Heres how it works
Each is in an elite, demographically matched,
up-market city.
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The Business Of The Narrative
The Narrative
PopUp Chef

• - Compete for 3 year contract.
• - 25 Chefs broken into 5
• groups of 5.
• Group competitions run sequentially, one
  group at a time.
• Competition runs three months.
• - When one competition is over,
• another begins.
• - 5 winners will result 1 every 3 months.

Steps 1) New Chef promoted for 2 months in
demographic area of restaurant. Promotion by
Social Media, local news, publicized articles, TV
appearances, personal appearances , social
clubs, etc. 2) Once P.R. over, PupUp Chef moves
into restaurant and cooks for 3 months. 3) Focus
is on customer interaction.

• All Chefs paid a salary during
• competition.
• Winner of each competition crowned
• a Red O Gourmet World Chef.
• 1st winner goes on to become PopUp
• Chef in first of the five new Red O
• restaurants.

2 months P.R. 3 months cooking
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The Business Of The Narrative
Action Plan
Business Considerations
With our proposal, you are no longer in the
restaurant business per se. Youre in the
Celebrity Chef promotion business.
Finally To grasp this Strategy and Business
Model think Baseball!
Or put another way, profits are controlled by the
quality of your P.R., not the quality of your
food or the friendliness of your Chef.
Regardless of what happens in the restaurant,
people will keep coming back to it over and over
again.
- Reality show social meme brings in
customers. - Social meme creates stickiness. -
Quality food, quality Chef, quality service
underwrites revenue curve.
- Interactivity of Chefs with patrons is super
important ? Funding Narrative. - Business
Model provides off ramp for bad Chefs.
- Red O judges each Chef, each year, towards
future dedicated restaurant. - Current Master
Chef heads Red O Gourmet Master Chef
Association an invitation only society.
You have created stickiness!
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Action Plan
Stage 1. Architect the Solution Stage 2.
Secure Expansion Capital Stage 3. Implement the
Solution
Architect The Solution - Stage 1
What we have to do is test every premise of this
strategy, work out the kinks, and from our
results built a Business Plan that can be turned
into a Tactical Plan of action. That is,
something we can implement. We call this process
Architecting the Solution.
Architecting the Solution Is the first of two
Stages we have to go through before we can secure
your expansion capital and you can start building
restaurants.
At this point, this is not a Business Model, this
is a Strategic Plan.
To convert this concept from a Strategic Plan
into a Business Model that we can build, we have
a lot of work to do.
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Action Plan
Going Forward
Architect The Solution - Stage 1
E. Case Studies - Chef Based Proof of
Concept - Investor Proof of Concept -
Target List - Cities, Property
Locations, Cost - Chef Investor Pairs
F. Prepare Collateral
A. Strategic Review, Analysis and
Conclusions Align Model With 5 Engines Of
Growth B. Business Plan Analysis and
Development Analyze 12 Business Plan Sections
66 Sub-Sections C. Financial Analysis D. Pro
Forma Projections
G. Red O Executive Committee Approval - Go No-Go
Decision Points - Decision Point Reporting
- Conclusions, Recommendations Changes - Final
Review, Analysis, Approval
- Action Plan Pert Chart - Schedule
- Organize - Coordinate Tasks
- Final Pre-Launch Budget
- Multiple Forms Of Executive Overview
- Chef Recruitment Presentations - Investor
Recruitment Presentations - Password
Controlled Responsive Website
- Final Business Plan(s) - Red O
Management - Chef Investor Version
- Pro Forma(s) - Management Investor
Versions
Stage 1 Deliverables 27 items
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Going Forward
Time wise, we see this as taking Stage 1 3
to 5 months Stage 2 5 to 8 months Stage
3 As required
We propose the following fee structure - Stage 1
Flat fee of 58,000, plus expenses. - Stage 2
Amount to be determined during Stage 1
propose a combined retainer plus success fee.
Important Points
We see our work as a three part effort
We propose that Red O engage our services to
bring this concept together, fund it and launch
it.
- Work as independent consultants, under EBMD
registered company, tax ID provided. - Contract
or handshake agreement, either is acceptable.
- Go No-Go decision points will be agreed to. -
Agreement/working relationship can be cancelled
at any time by you, without cause. - Were
ready to start today.
3 - 5
5 - 8

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Thank You
PopUp Chef Stories Portugal Hong Kong
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PopUp Chef Stories - Portugal-
Bertílio Gomes After perfecting his talent in New
York, he worked at the acclaimed Bica do
Sapato restaurant in Lisbon, and ended up earning
the Young Chef of the Year award in 1998. His
specialty is traditional Portuguese cuisine,
cooked with not-so-traditional ingredients found
in Portugal. Until early 2011 he was at Casa da
Comida, and is now at Chapitô à Mesa.
Diogo Noronha After training at the Natural
Gourmet Institute for Health and Culinary Arts in
New York, he interned in NYC at the
3-Michelin-star Per Se. He then moved to
Barcelona, to another Michelin star, Moo, and
later returned to Lisbon. In 2010 he was one of
the first chefs at the famous Pedro e o Lobo,
where he elevated Portuguese cuisine before
moving to Casa de Pasto. In 2015 he opened a
second restaurant, Rio Maravilha.
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PopUp Chef Stories - Portugal-
Henrique Sá Pessoa Called "Portugal's Jamie
Oliver" due to his cooking show, he developed his
talent and creativity in London, Sydney and the
US (at the Pennsylvania Institute of Culinary
Arts), before returning to Lisbon in 2002 and
working at Flores do Bairro. Distinguished as
"Chef of the Year" in 2005, he opened his f1st
restaurant in 2009, naming it Alma, which he
reopened in 2015 in Chiado. He also has the more
relaxed Cais da Pedra and a spot in the Ribeira
Market.
Joachim Koerper German, he became a master of
Mediterranean cuisine after marrying his Spanish
wife and working at a 2 star Michelin restaurant
in Spain. He is now in Lisbon's Eleven, which has
also been awarded a Michelin star. His secret is
choosing the right ingredients, using innovative
techniques and creating beautiful presentations
on the plate.
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PopUp Chef Stories - Portugal-
João Rodrigues He spent some time at the
restaurants of the Sheraton and Ritz hotels, as
well as at Bica do Sapato, and won the "Chef of
the Year" competition in 2007. Then ended up
at Feitoria, where he's been able to keep a
Michelin star over the years. His cuisine is
based on Portuguese traditions, always using
local products from small producers, but mixing a
few Eastern influences. Michelin star rated won
his last award 10 years ago hes looking for
whats next in his life.
José Avillez Passionate about the kitchen since a
young age, he took an internship at the
world-famous El Bulli in Spain (several times
named the world's best restaurant). After that he
returned to Lisbon and earned a Michelin star at
the city's oldest restaurant, the
palatial Tavares, where he prepared a creative
contemporary Portu- guese menu until 2011, when
he left to open several of his own restaurants,
one in the capital, one in Porto, including the
2-Michelin-star Belcanto.
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PopUp Chef Stories - Portugal-
José Cordeiro He was awarded a Michelin star
at Feitoria, which he left to open a restaurant
with his name in Comercio Square, Chefe Cordeiro.
He has published cookbooks, participated in TV
shows, and made his career in Scotland, in London
and in northern Portugal before moving to Lisbon,
focusing mostly on contemporary Portuguese
cuisine using traditional products. With 2
Michelin stars, he is still looking for food
service excitement.
Kiko Martins He studied at the Le Cordon Bleu
cooking school in Paris and acquired experience
at the famous British restaurant The Fat Duck
(awarded three Michelin stars) and at Eleven in
Lisbon. Then published a book and opened his
first restaurant in 2013, O Talho, which
specializes in meat. He then participated in the
TV show Chefs' Academy, and in late 2014 opened a
new spot, A Cevicheria, this time to develop new
ways of eating fish.
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PopUp Chef Stories - Hong Kong-
Chris Whitmore, Aberdeen Street Social Executive
Chef of Aberdeen Street Social, Chris started his
career as Sous Chef at Gordon Ramsays Maze in
London, standing by Jason Atherton when he
received his first Michelin star. He was then
appointed Senior Sous Chef at the 3-Michelin star
Gordon Ramsay Restaurant. Now calling HK his
home, he often works in friends restaurants,
like Taste, just to get out of his own kitchen.
Luca Marinelli, Isono Chef Luca started cooking
in restaurant kitchens from the tender age of 15,
in his home country of Italy. He dedicated every
weekend and summer holiday to improving his
cooking skills, and went on to work in several
Michelin star restaurants across Europe,
including Savini, Uliassi, and Cenador de Amos.
Hes now Chef de Cuisine for Isono, one of our
favorite spots in The former Police Married
Quarters, in Sheung Wan.
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PopUp Chef Stories - Hong Kong-
Mutaro Balde, Bibo Mutaro worked under Alain
Ducasse at Plaza Athenée Hotel Paris and Joël
Robuchon in London before taking over as
executive chef at French restaurant Bibo. He was
approached by the team while living and working
in Paris, packed his bag and knives and
hasnt looked back! He is known for his beef
tartare, everyone in Asia is aware of and
acclaims.
James Henry, Belon New boy in Hong Kong, James
is the face behind Black Sheep Restaurants
latest venture Neo-Parisian Bistro, Belon. The
Australian chef has won accolades for his past
tenure at Bones, a beloved eatery in the trendy
11th arrondissement in Paris. Not shy of an
adventure, he shipped himself and his family
around the world to delight Honkies all with his
incredible skills. 
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PopUp Chef Stories - Hong Kong-
Fabrizio Napolitano, NOM Moving to Hong Kong
nine years ago after a strong experiences in
several Italian Michelin star restaurants,
Italian Chef Fabrizio is now a huge part of the
FB scene. Owner and chef of NOM (Not Only
Meatballs), his Italian flair and passion shine
through in all his dishes.
Bjoern Alexander, Twenty-Six by Liberty No
stranger to Michelin stars, Bjoern started his
career with internships at the 3 Michelin Star
Schlosshotel Bensberg with Joachim Wissler and 3
Michelin Star French Laundry with Thomas Keller.
In 2008, his hard work, talent and passion were
rewarded with his own Michelin Star at Gabriele
Restaurant in Berlin, Germany. Today, he brings
an intimate and interactive dining experience his
guests at the Chefs Table, high above the Hong
Kong skyline in Central.
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Five Engines Of Growth
Every business is made up of five components that
are essential for its existence, survival and
growth. They are the companys   Market Product
s and Services Organization People Finance
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12 Business Plan Sections 16 Sub-Sections
Industry Analysis (3)-- Industry Overview--
Industry Participants-- Industry Trends
GrowthTarget Market (3)-- Market
Demographics-- Market Trends/Growth Patterns--
Market Size and PotentialMarketing Plan (4)--
Marketing Strategies-- Marketing Tactics--
Positioning-- Public Relations Sales Plan
(4)-- Sales Strategies-- Sales Process--
Sales Team-- Distribution Channels
Company Description (6)-- Legal Description--
Business History Description-- Legal
Undertakings and Law Suits-- Current Status--
Future Plans-- Key ManagementMission Vision
(3)-- Mission Statement-- Company Vision--
Corporate Values Approach Product Service
Description (6)-- Overview of Products
Services-- Product Service Advantages--
Patents and Intellectual Property-- Proprietary
Features-- Product Development Activities--
Product Liability
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12 Business Plan Sections 16 Sub-Sections
Management Team (4)-- Key Management-- Board
of Advisors-- Board of Directors--
Professional Service ProvidersFinancial Plan
(aka Pro Forma) (11)-- Financial Summary--
Current Ownership Summary-- Funding Request /
Terms of Investment-- Sources and Uses of
Funds-- Exit Strategy-- Projected Financial
Statements-- Financial Assumptions--
Historical Financials-- Break-Even Analysis--
Financial Ratios-- Investment and Financial
Risk Factors
Competitive Analysis (6)-- Competitive
Overview-- Market Share Analysis -- Direct
Competitors-- Indirect Competitors--
Competitive Advantages-- Barriers to
Entry Operations Plan (11)-- Location--
Property Ownership/Lease Terms-- Equipment--
Purchasing Policies-- Manufacturing Process--
Quality Control Measures-- Administrative
Procedures-- Staffing and Training-- Labor
Considerations-- Management Control Systems--
Organizational Chart