Score, investment budget, revenue model, P&L, cash flow, break-even and sensitivity: what each number means.
9 min read · Updated 2026-09-05
The 0-100 feasibility score is a weighted sum of eight components: payback (20%), return vs hurdle (15%), break-even safety margin (15%), rent-to-revenue (10%), prime cost (10%), funding adequacy (10%), downside resilience (15%) and structural risk (5%). 80+ is strong, 65-79 conditional, 50-64 marginal, below 50 not feasible as designed. The score does not say "this will work"; it says "is the model consistent under these assumptions". If payback exceeds 48 months the score is capped at 49 regardless.
Fit-out, equipment, furniture and IT are "hard" investment; licences, signage and key money are "soft"; pre-opening payroll, rent and stock, deposit, working capital, input VAT and contingency complete the table. Compare investment per seat with the industry band: if it is far below, you have under-budgeted.
Capacity uses theoretical turns (a cafe seat turns 4.5 times a day, a restaurant seat 2.8), then occupancy (55-70%) and the opening ramp (month 1 at 55%, month 12 at 100%) are applied. Takeaway and delivery are derived from dine-in demand. Covers are a daily average, not "full at peak".
Year-1 margin is low (ramp); year 2 is the "mature" year; make comparisons on year 2.
Profit and cash are not the same. The cumulative cash curve starts with working capital, falls with early losses and rises after break-even. Its lowest point is the "cash trough"; if it goes below zero your reserve is insufficient. The ask must cover this trough.
Break-even covers = monthly fixed costs ÷ (contribution per cover × days open). The safety margin against planned covers should exceed 30%. Payback is the month when cash in the business equals the money invested; 18-30 months is typical for cafes, 24-36 for restaurants.
The pessimistic case includes ticket −10%, occupancy −15%, food cost +3 pts, rent +10%, higher inflation and a mid-year wage hike. The tornado chart shows which variable moves year-1 profit most; in most plans it is ticket and occupancy, sometimes rent. Negotiate the widest bar hardest.
Every input is tagged "User", "Industry average" or "Derived". A high share of assumptions lowers confidence; update with a real rent offer and supplier quotes.
Rent and title deed, licence eligibility, equipment quotes, three competitor menu prices, the local wage market, meal-card and platform commission offers.
Answer the questions; get your 36-month projection and investor deck.
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