Summary

Core concept: Two-location quick-service fried chicken take-away business, Upington (take-away focused) and Kakamas (take-away focused). Strong emphasis on fast, convenient meals for take-away style service.

Service channels:

In-store dine-in and take-away at the counter

Delivery orders fulfilled via an external delivery partner (approximately 10% of sales)
Corporate/event orders where offered
Operations footprint: Two locations with commercial kitchens, fry stations, prep areas, cold storage, and customer-facing service points. Both outlets provides limited dine-in capacity but focus on take-aways.
Robust POS-enabled operations.
Management structure: Both sites are currently manager-run, with day-to-day operations overseen by on-site managers and centralized oversight via POS data and financial reporting.
Here follows a brief description of the daily tasks;
Pre-opening (30–60 minutes before opening)
The manager assign roles (kitchen, counter, delivery, cleaning); review day’s targets.
Compliance check: verify temperatures and cleanliness;
POS readiness: confirm terminals online; load promos and online orders.

Opening procedures
Customer flow: ensure area is clean, signage visible, and boards updated.

Inventory snapshot: quick check on high-turn items; flag reorders if needed.
Briefing: confirm duties and any special orders for the day.
In-store and take-away: take orders, fry in batches for speed/quality, assemble, package, and label for pickup.
Delivery: queue orders to drivers; track with POS/delivery app; capture proof of delivery.
End-of-period and close
Last orders: halt new orders; complete remaining orders with realistic cut-off.
Reconciliation: cash and card reconciliation; close-out reports in POS.
Cleaning: core sanitation, fryer/ grills, prep counters; sanitize and store perishable stock.

Prep for next day: pre-prepare core items; note re-orders; secure premises.

Since 2018

2018

Mostly take aways, 10% delivery mr D

Here follows a brief description of the daily tasks;
Pre-opening (30–60 minutes before opening)
The manager assign roles (kitchen, counter, delivery, cleaning); review day’s targets.
Compliance check: verify temperatures and cleanliness;
POS readiness: confirm terminals online; load promos and online orders.

Opening procedures
Customer flow: ensure area is clean, signage visible, and boards updated.

Inventory snapshot: quick check on high-turn items; flag reorders if needed.
Briefing: confirm duties and any special orders for the day.
In-store and take-away: take orders, fry in batches for speed/quality, assemble, package, and label for pickup.
Delivery: queue orders to drivers; track with POS/delivery app; capture proof of delivery.
End-of-period and close
Last orders: halt new orders; complete remaining orders with realistic cut-off.
Reconciliation: cash and card reconciliation; close-out reports in POS.
Cleaning: core sanitation, fryer/ grills, prep counters; sanitize and store perishable stock.

Prep for next day: pre-prepare core items; note re-orders; secure premises.

Local visibility and word-of-mouth
Signage and menu boards: clear, appealing boards near the street to capture impulse customers.
Location-based branding: The exterior remains clean, well-lit, and inviting.
In-store experience;
Fast, consistent service: consistent order accuracy and quick turnaround generate repeat visits and positive word-of-mouth.
Cleanliness and warmth: a tidy, welcoming counter area encourages dine-in and takeaway satisfaction.





















Delivery channel optimization

Pair with existing delivery platforms and negotiate favorable terms; ensure menu items travel well and retain quality.

Encourage first-time delivery customers with a small discount or free side on their first order.



Digital presence with minimal effort


Basic online footprint

Google Business Profile: optimize for local searches (hours, location, menu, photos, and reviews).

Social media presence: a simple, consistent posting cadence (1–2 posts per week) highlighting menu items, daily specials, and behind-the-scenes glimpses.

None

None

Both towns are regional hubs in the Northern Cape with a mix of local fast-food players, casual dining, and takeaway concepts. The market is driven by quick-service demand for fried chicken, burgers, wraps, and sides, with price sensitivity and high value-for-money expectations.

Key success factors in this market typically include speed of service, price competitive bundles, consistency, delivery availability, and convenient pickup/dine-in experiences.

December / Festive season (peak)
Demand spike: higher footfall from local families, workers on leave, and tourists; resulting in an increases in take-away and delivery volumes.

January–February (slower post-holiday period with back-to-work rebound)
Demand normalization: a moderation in volumes as holidays end.

March–May (autumn break and local events)
Event-driven spikes: school holidays or local events can create short-term increases in footfall, particularly around weekends.

June–August (winter period in Northern Cape; potential dip but with travel)
Lots of pass-through customers ( hunters from the Western cape)

September–November (pre-summer buildup)

Yes

All documents will be made available during due-diligence.

A solid financial and VAT-compliant framework with current management accounts and statements

Statements for the period ending February 2025. All documents will be made available during due-diligence

Cash only, no accounts

None

Ideas to improve profitability

Increase delivery share and margins;
Build an in-house delivery capability or renegotiate commissions with third-party platforms to lower costs.

Shrink food costs without sacrificing quality;

Tighten portion control and standardize recipes; monitor yield and waste daily.

Negotiate better supplier terms for core ingredients; consider bulk packaging for non-perishables.

Boost throughput and labor efficiency

Promote loyalty incentives that drive repeat purchases without eroding margins.

Low-cost, targeted promotions tied to local events, holidays, and paydays.

Leverage word-of-mouth with staff-driven upselling and quick referral incentives.



Tighten financial disciplines

Close monitoring of cash flow, with small, frequent reconciliations to catch leaks early.
Owner-operator advantage

Direct oversight of operations typically yields higher discipline on cost control, quality, and consistency.

Faster decision-making on promotions, supplier terms, and menu adjustments.

Hands-on leadership often improves morale, turnover, and accountability, translating to steadier output and customer experience.

No

20

4 managers, bookkeeper, and general workers

Yes, two senior managers rewarded based on gross profit performance

Yes

Management already in place

The owner visit the outlets once every month but do communicate with managers via phone calls

Nov.

Yes negotiable

6%

8-8 monday - saturday

250 and 90sqm

Yes

No

2months

Equipment shopfitting x2 shops are +-3mil,

Goodwill of 1mil turniver p.m

No

Good working order

No

No

Point of sale and printers

N/a

Yss

Yes

Yes all insured

Good products
Good location
Reputable name
Strengths: Established two-site model with a unified brand and strong operations; manager-run with POS-driven oversight; VAT-registered with complete financial documentation; potential for Northern Cape expansion under current brand; solid cash/credit mix and delivery channel ready to scale. Good store locations. Reputable name. Renown for good quality food.

Limited dine-in footprint; relatively small regional market; current delivery share (~10%) requires investment to maximize margins; reliance on owner’s prior presence for growth transitions; no seller financing.

Territorial expansion rights within the Northern Cape; in-house or optimized delivery model; targeted marketing and loyalty initiatives; menu/pricing optimization and bundles; minor dine-in enhancements to Upington

Food cost and energy cost volatility; competitive pressure from local "quick service restaurants" and new entrants; regulatory changes affecting costs; seasonality and regional economic shifts; supplier risk with a narrow supplier base.

The owner relocated to Cape Town

This two-location quick-service fried-chicken concept in the Northern Cape offers a compelling, buyer-ready opportunity. The business presents a strong, recognizable brand franchise lookalike with a reputable, longstanding presence in the Northern Cape. Key strengths include an established two-site model with unified operations, manager-run continuity, solid financial governance (VAT-registered with up-to-date accounts), and clear potential to scale through expanded delivery, targeted promotions, and territorial growth under the current brand. With on-site management in place and a delivery channel ready to optimize, the model delivers resilience and a clear path to enhanced profitability for an owner-operator or strategic buyer. The combination of a proven operating platform, brand credibility, and growth rights within the Northern Cape supports an attractive, low-risk transition and scalable future.