Module 1 Know your customer and market 4 hAnalyse
Every sound business in food begins with one clear customer and one clear problem. In São Paulo and the wider state, demand is real but crowded, so a small, well-described customer group wins before a broad one.
- In food: Pick a channel first: retail shelf, restaurant supply or direct online; each sets pack size and price.
- Write the customer in one sentence: a household or retail buyer. Add the place, the moment of need and what they use today.
- List five rivals or substitutes within reach. For each, record price, strength, weakness and how people reach it.
- Interview at least eight real customers with open questions. Record exact words, not your summary.
- Count the market in units: how many cases could one area buy in a month? Use two public sources and your own count, then take the lower figure.
- Choose one first segment and say why the others wait.
Worked example. Weak: 'Everyone needs a safe, labelled food product.' Strong: 'Our first customer is a household or retail buyer within 8 km of the centre, who today pays R$ 165 per case and complains about delay. We target 240 cases a month by month three.'
Second worked scenario. Scenario: ten customers are interviewed for food. Seven say price, two say speed, one says trust. Question: which first message do you write, and which interview record backs it? Model answer: lead with the case price and speed promise, keep trust proof as the second line, and cite the seven price answers by date.
Activity. Write the one-sentence customer, a five-row rival table and eight interview records. Share them with a peer for a challenge round.
Standard to meet. Define a specific customer, build a rival table with prices, and trace every claim to an interview or a source.
Module 2 Rules, registration and data duties in Brazil 4 hUnderstand
Brazil asks every trader to be visible and accountable. Know which register, tax regime and sector rules apply before the first sale, and check each against the current official text.
- In food: Food firms register premises and products with the health surveillance bodies; labels need ingredients, allergens, batch and expiry.
- Choose a legal form: micro-entrepreneur (MEI) only if your activity appears on the official MEI list, or a company registered with a CNPJ. Regulated activities need their sector authorisation first. Check the current limits and lists on the official portal.
- Learn the tax regime that fits your size and write down which taxes you will collect and pay, and when.
- Find the sector rules for food: licences, inspections, professional registers. List each with the office that issues it and the renewal date.
- Personal data of customers falls under Brazil's data protection law (LGPD). Collect only what you need, say why, keep it safe, and name who answers questions.
- Consumer law gives buyers clear rights on information, returns and complaints. Put your terms in plain Portuguese.
Worked example. Checklist for a new food trader: 1) legal form (CNPJ, or MEI only if your activity is on the official list); 2) city operating licence; 3) sector licence or register; 4) tax set-up; 5) privacy notice; 6) written terms. Each has an owner and a date.
Second worked scenario. Scenario: a neighbour says registration can wait until the first R$ 750 of sales. Question: what do you do? Model answer: do not delay; write the compliance table first, confirm the register, tax and sector licence with the official office, and start only where the table shows no open blocker.
Activity. Build your own six-line compliance table for your first location. Mark what is done, what is pending and who confirms it.
Standard to meet. Cite an official source for every line, assume nothing, and date every pending item. Local law always wins over this course.
Module 3 Design the offer 4 hCreate
An offer states what the customer gets, how well, by when and at what price. For a safe, labelled food product, the offer must make the quality visible and the next step easy.
- In food: Design the pack so the label, shelf life and storage advice answer the first customer question.
- Describe the core offer in three lines: what is delivered (a safe, labelled food product), the standard it meets, and the time it takes.
- Add one proof for each promise: a sample, a test result, a guarantee or a customer record.
- Price from cost upward and from customer value downward, then pick a price inside both.
- Write a simple one-page terms sheet: what is included, what is extra, how to cancel.
- Create two options at most, so choice stays easy.
Worked example. Offer: 'A safe, labelled food product, delivered within agreed time, checked against a written standard, price R$ 150 per case. Proof: a dated record the customer can check and sign. Changes or cancellation by written agreement before work begins.'
Second worked scenario. Scenario: a customer asks for a discount from R$ 150 to R$ 135 per case. Question: decide with numbers. Model answer: contribution falls from R$ 60 to R$ 45 per case; offer an extra of value (for example faster service) before cutting price, and accept only if the lower contribution still clears break-even.
Longer notes. Define the case as one standard pack of twelve ready lunches for a workplace: weight of each portion, the protein, the side dishes, the label with allergens and the delivery window. Compute the cost per case from ingredients bought by the kilo, yield after trimming and cooking, packaging and delivery. Keep rent, equipment and the cook's fixed salary as fixed cost. Test two sample cases with ten office workers and record leftovers. Set a cut-off hour for next-day orders so you buy only what you will cook. Before you sell, learn which hygiene and allergen-labelling rules apply to a case that leaves the kitchen sealed.
Extra worked example. A case of twelve lunches sells for R$ 150. Ingredients cost R$ 66, packaging R$ 12 and delivery R$ 12 (worked-example split, not market data), so its own cost is R$ 90 and each case leaves R$ 60, a margin of 40%. At 400 cases a month, revenue is R$ 60.000 and contribution R$ 24.000. After R$ 10.000 of fixed cost, the result is R$ 14.000. Break-even at 167 cases is under 8 cases a day over 22 working days, so 400 a month sits far above it.
Activity. Write the offer card, the proof list and the terms sheet. Test them with three customers and note every point where they hesitated.
Standard to meet. Check that promise, proof and price are consistent, fit the terms on one page, and record three customer reactions.
Module 4 Run the work step by step 5 hApply
Good operations make results repeatable. For food, write each step so a new person could follow it on their first day, and measure each step.
- In food: Keep a batch record: supplier lots in, process temperatures, lots out, so a recall can be traced in hours.
- Map the process from first contact to paid and closed. Typical stages: enquiry, quote, preparation, delivery of the case, check, payment, follow-up.
- Name the key resource at each stage: a clean, controlled kitchen or plant. Note what happens if it is missing.
- Write a one-page standard procedure per stage: who, what, tool, time, record.
- Choose three measures: speed, quality (errors per 100) and customer rating. Review them every week.
- Fix the cause of a defect, not the symptom. Ask 'why' five times and record the answer.
Worked example. Stage record: 'Prepare. Owner: lead. Time: 30 min. Tool: checklist. Record: signed sheet. Defect found on 1 of 100 cases last week; cause: missing check on a clean, controlled kitchen or plant; fix: add check at start, review next Friday.'
Second worked scenario. Scenario: of 400 cases last month, 24 had a defect traced to a clean, controlled kitchen or plant. Question: what is the defect rate and what is your first action? Model answer: about 6 defects per 100; stop the cause (add a check at the start), correct affected customers, log the cause, and re-measure next week.
Activity. Draw the process map and write procedures for the two riskiest stages. Run each once and time it.
Standard to meet. Write procedures a stranger can follow, record weekly numbers for each measure, and trace one defect to a root cause.
Module 5 Safety, quality and risk 4 hEvaluate
The most serious risk in this field is contamination or a broken cold chain. A calm, written risk routine protects people first and the business second.
- In food: Use hazard analysis and critical control points: list hazards, set limits, monitor, record, correct.
- List ten things that could go wrong. Score each for how likely (1 to 5) and how serious (1 to 5). Multiply and sort.
- For the top five, choose a control: remove the hazard, replace it, guard it, train people, or use protective gear, in that order of preference.
- Write who does what in an emergency, and rehearse it once a quarter.
- Keep an incident and near-miss log. Near-misses are free lessons.
- Check that insurance and legal duties match the risk you actually carry.
Worked example. Risk row: 'Hazard: contamination or a broken cold chain. Likelihood 3, severity 5, score 15. Control: written check before each case, trained staff, log sheet. Owner: site lead. Review monthly.'
Second worked scenario. Scenario: a near-miss occurs: contamination or a broken cold chain nearly happened but no one was hurt. Question: what do you do in the next 24 hours? Model answer: make safe, record the event, ask the five whys, add or tighten one control, brief the team, and set a review date; near-misses count as lessons, not blame.
Activity. Build a ten-row risk register and a one-page emergency plan. Run a ten-minute drill with a peer and note two improvements.
Standard to meet. Rank controls by preference for the top risks, run the drill, and start the log. Where a regulation applies, follow the official rule.
Module 6 People, skills and service 4 hApply
People deliver the promise. Define roles, train to a standard and give feedback in the open.
- In food: Train every handler on hygiene, allergen separation and cleaning; sign-off before first shift.
- Write a role card for each person: purpose, five tasks, the standard for each, and who to ask for help.
- Train by showing, doing with support, then doing alone with a check. Record sign-off per task.
- Set service rules for answering customers: reply times, tone, how to apologise and fix.
- Hold a ten-minute team check each day: yesterday's problem, today's plan, one risk.
- Build a growth path: what a new person can do in week 1, month 3 and month 12.
Worked example. Training record: 'Task: process a complaint. Shown 2 May; done with support 4 May; done alone 8 May, checked: apology, fix, follow-up call. Signed by lead.'
Second worked scenario. Scenario: a new hire completes training but a customer complaint shows a skipped step. Question: whose gap is it? Model answer: first the system: check the role card, the training sign-off and the checklist; then coach the person and fix the document so the step cannot be skipped.
Longer notes. Organise the kitchen by station: preparation, cooking, packing and dispatch. Write for each station the temperature points, hand-washing moments and cleaning order. Test candidates by having them portion rice and chicken to a gram target and label a case correctly. Record fridge readings twice a day on a sheet near the door. Count cases packed per hour, and rehearse the busiest Monday before you promise it to a customer. Rotate who checks expiry dates each day. Ask the local health authority which food-handler training and health certificates your packers must hold.
Extra worked example. With 400 cases over 22 working days, the kitchen packs 18,2 cases a day, that is 218 lunches. One packer closes 3 cases per hour (worked-example figures, not market data), so a normal day needs 6,1 packer-hours. On the busiest Monday 30 cases are due, which needs 30 / 3 = 10 packer-hours, so two packers work 5 hours each. One packer covers the normal day of 6,1 hours, so the second packer is needed only on peak Mondays like this one.
Activity. Write two role cards and a training plan for one new hire. Role-play a hard customer conversation twice and review.
Standard to meet. Write role cards with measurable standards, show the sign-off steps in training, and write the service rules in plain words.
Module 7 Money: cost, price and break-even 5 hAnalyse
A business lives or dies on a few numbers. Know your contribution per unit, your fixed costs and the volume you need.
- In food: Compute cost per case including waste of at least 3%; prices set without waste lose money quietly.
- Contribution per case = price minus variable cost. Fixed costs are paid whether you sell or not.
- Break-even units = fixed cost divided by contribution. Plan to pass it by a safe margin.
- Make a 12-month cash plan. Cash timing matters as much as profit: customers may pay late, suppliers may want money first.
- Keep money for business and money for the owner apart.
- Test the plan: what if sales fall by a quarter, or cost rises by a tenth?
Worked example. Worked example, all figures in reais: price R$ 150, variable cost R$ 90, contribution R$ 60 per case. Fixed cost R$ 10.000 a month. Break-even = R$ 10.000 / R$ 60 = 166,67, so 167 cases a month. At 400 cases a month, profit = R$ 60 x 400 - R$ 10.000 = R$ 14.000. These are teaching figures that belong to this example only; later examples and the case study use their own figures. Use your own.
Second worked scenario. Scenario: sales fall to 300 cases a month. Question: what is the monthly result? Model answer: R$ 60 x 300 - R$ 10.000 = R$ 8.000; compare with break-even of 167 cases and decide whether to cut fixed cost or raise volume first. Teaching figures only.
Activity. Build your own table: price, variable cost, contribution, fixed cost, break-even and a downside case at 75% of sales. Show it to a peer or mentor.
Standard to meet. Calculate correctly, give every figure a source or mark it as an assumption, and show a downside case.
Module 8 Grow, measure and renew 4 hEvaluate
Growth should follow proof. Measure, learn, then add; and keep returning to the customer.
- In food: Grow with a second pack size or channel only after rejections fall below 1%.
- Pick one growth lever at a time: new customers, a higher repeat rate, a better price, or a new offer.
- Set one measurable target for 90 days, such as 'raise repeat customers from 20% to 30%'.
- Ask each customer how they found you, and record it. Spend more where the record shows results.
- Review monthly: numbers, defects, complaints, cash. Write three decisions each time.
- Plan the renewal of licences, equipment and skills a year ahead.
Worked example. 90-day plan: 'Lever: repeat customers. Action: follow-up call after every case. Target: repeat rate from 20% to 30%. Check: weekly count. Review date: day 45 and day 90.'
Second worked scenario. Scenario: you can add 80 cases a month by one of two levers: a follow-up call to past customers or a price rise of R$ 15 to R$ 165. Question: how do you choose? Model answer: test the cheaper reversible lever first (the call), measure for 30 days, and only then try the price change, so you can tell which one worked.
Longer notes. Keep workplace customers by watching repeat orders, not sign-ups alone. Count how many cases each customer orders per month and flag any customer that falls below its usual number. Offer a tasting day inside a workplace and collect a one-line comment on each lunch. Compare dishes by how many were left uneaten and replace the weakest one each month. Contact customers before holidays to confirm quantities so waste stays low. Write down the reason a customer gives for cutting an order, and list the three most common reasons. Share the list of reasons with the cook each month so the menu can change.
Extra worked example. The kitchen has 50 customers who order 8 cases a month, which is 400 cases (customer counts and the tasting cost are worked-example figures, not market data). Losing 2 customers removes 16 cases, or 16 x R$ 60 = R$ 960 of contribution a month and R$ 11.520 a year. A tasting day that costs R$ 600 in ingredients keeps them, so it pays back in 0,6 month, about 19 days. Over a year the R$ 600 tasting day protects R$ 11.520 of contribution, 19,2 times its cost.
Activity. Write a 90-day plan with one target, three actions and a review date. Present it in five minutes and take questions.
Standard to meet. Set a measurable, dated target, break the actions down small enough to start this week, and put the review date in the calendar.