FireStone Artisan Pizza (Pty) Ltd Business Plan › Section 6 › Business Model

6.1 Revenue Architecture

FireStone Artisan Pizza operates a multi-channel revenue model designed to maximise market penetration and mitigate single-channel dependency risk. The revenue architecture is structured across four primary streams: dine-in sales, contributing approximately 40 percent of Year 1 revenue and declining proportionally to 30 percent by Year 3 as delivery scales; delivery sales through Mr D Food, Uber Eats, and the brand’s own ordering platform, contributing 35 percent in Year 1 and growing to 40 percent by Year 3; takeaway sales at 20 percent in Year 1, stabilising at 18 percent; and corporate catering and events at 5 percent in Year 1, growing to 12 percent by Year 3 as the brand establishes corporate relationships.

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Figure 7: Revenue Mix by Channel — Year 1 vs. Year 3

6.2 Unit Economics

The unit economics of each transaction are critical to demonstrating bankability. On an average order value of ZAR 140, the business achieves a gross contribution of approximately ZAR 90 (64 percent gross margin) after deducting direct food costs of ZAR 50. After labour allocation of ZAR 25, delivery commission of ZAR 14 (applicable to 40 percent of orders), and overhead allocation of ZAR 20, the net contribution per order averages ZAR 31, representing a 22 percent net contribution margin. At scale with 200 orders per day, this translates to monthly net contributions exceeding ZAR 186,000 before fixed overheads.

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Figure 8: Unit Economics Waterfall per Average Order

6.3 Scalability Pathway

The business model is explicitly designed for replication and scale. Following the successful establishment and optimisation of the flagship outlet (Year 1 to 2), the expansion plan targets a second outlet in Year 3, a third in Year 4, and two additional outlets in Year 5, bringing the total to five locations. Beyond Year 5, the company will evaluate franchising as a capital-light growth strategy, leveraging the operational playbook, brand equity, and supply chain infrastructure developed during the company-owned phase. A cloud kitchen model may also be deployed in secondary markets to test demand without full-format restaurant investment.

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