Karen studied tourism and then spent some time abroad. Her grandmother opened a restaurant in 1950, her mother took it over with the recipes and in 2016 the restaurant finally passed to the third generation and thus to Karen. As is so often the case in generational businesses, much was outdated, in need of overhaul and the connection to modern technologies had not yet been completed. Karen began to modernize with loans and also built a swimming pool to attract guests with children.
Karen also planted more trees and made the garden more attractive, increased staff wages and started paying overtime, which helped to reduce staff turnover. Karen turned to BPN for support in her change process. She was challenged there because she still had to invest time in developing the vision and business plan after long days at work. But in the end, Karen is glad for all the additional valuable information about her business, the competition and the market. At BPN, she learned to position herself more clearly, align investment decisions with her segment and make sure they really pay off. For example, she has discarded her idea of bungalows for overnight stays and is continuing to invest in modernizing the restaurant's infrastructure, with which she also wants to achieve the Ministry of Health's hygiene certificate.
Karen also wants to speed up service and improve quality, revise the menu to include desserts and work more with social networks to attract new customers. To this end, she also wants to purchase more tables and chairs.
Project ID
Country / City
Employees at the start
Employee potential
entrepreneur sponsorship
