Estimates you can verify.
Foodelopers’ figures are initial scenarios for comparing formats. They are not price research, quotes, or market averages. Replace the assumptions with premises conditions, proposals, and real data.
How we calculate the opening
We add construction, equipment, furniture, technical projects, documentation, launch, and inventory. Contingency applies only to these items. Then we add fees, the reserve for entering the property, working capital, and possible acquisition of the premises.
- Construction: area × range per m² × property condition × finish.
- Property condition: adaptation 0,5; renovation 1; implementation in an empty space 1,5.
- Finish: essential 0,8; customized 1; more elaborate 1,3.
- Equipment: format range × (0,6 + 0,4 × area / reference area). This is an approximation, not technical sizing.
- Furniture: area × range per m² × finish. Technical projects: area × range per m².
- Documentation: R$ 1.500–4.500 as a provision for fees and services; confirm the actual requirements.
- Initial scenario: 12% contingency, 3 months of coordination, 3 rents as an entry reserve, and 3 months of fixed expenses as an operating reserve.
- Fees: R$ 2.500 for diagnosis + R$ 14.900 for concept + R$ 6.500 per month for coordination, when included.
The reserve for entering the property does not assume a mandatory type of rental guarantee. External professionals’ fees appear in the technical projects; construction and equipment are paid to their respective suppliers.
Property purchase, interest, financing, franchise fees, key money, and acquisition of the premises are excluded from the initial cards. In the calculator, premises acquisition can be added. Extraordinary structural work, complex installations, and specific requirements may exceed the ranges.
Format parameters
All values below are assumptions defined by Foodelopers. The card details use exactly these parameters. The card ranges are rounded to the nearest thousand.
| Format | Base area (m²) | Equipment (R$) | Construction per m² (R$) | Furniture per m² (R$) | Projects per m² (R$) |
|---|---|---|---|---|---|
| Café | 50 | 32000–65000 | 800–1600 | 350–650 | 160–300 |
| Burger restaurant | 65 | 42000–85000 | 850–1700 | 300–550 | 170–320 |
| Pizzeria | 80 | 55000–105000 | 900–1800 | 320–620 | 170–320 |
| Sushi bar | 75 | 65000–120000 | 950–1900 | 400–750 | 180–350 |
| Bistro | 100 | 75000–150000 | 1000–2000 | 500–900 | 200–400 |
| Cocktail bar | 90 | 45000–95000 | 950–1850 | 400–800 | 200–350 |
| Bakery | 110 | 100000–200000 | 1100–2200 | 350–650 | 200–400 |
| Pastry shop | 60 | 45000–90000 | 850–1700 | 350–650 | 170–320 |
| Ice cream shop | 45 | 50000–100000 | 750–1500 | 300–600 | 150–280 |
| Açaí shop | 35 | 25000–50000 | 700–1400 | 250–450 | 140–260 |
| Delivery kitchen | 45 | 45000–90000 | 800–1600 | 100–220 | 160–300 |
| Food kiosk | 18 | 20000–45000 | 600–1300 | 400–750 | 200–380 |
Break-even, pricing, and working capital
Contribution margin = 1 − (food cost + sales fees + taxes + packaging) / 100. Break-even revenue = fixed expenses / contribution margin. Orders per day = break-even revenue / average ticket / operating days.
On the menu, ingredient cost is adjusted for waste: cost / (1 − waste / 100). We compare the price based on the food-cost target with the price that covers direct costs, fees, taxes, and the desired contribution; we use the higher of the two.
For cash flow, we deduct pre-opening expenses and estimate monthly burn from the difference between fixed expenses and revenue after variable costs. Coverage assumes this burn remains constant. If burn is zero, we show that condition without claiming the cash will last forever.
The tests with revenue 30% lower keep fixed expenses and variable percentages unchanged. They do not represent a seasonality forecast. The initial tax percentage is an assumption; confirm your tax regime with your accountant.
What the sources support
Official sources support the concepts of financial planning, feasibility checks, compliance, and good practices. They do not validate the opening prices created for these scenarios.
- Sebrae — break-even point calculation
- Sebrae SC — working capital and finance
- JUCESC — feasibility consultation
- CBMSC — business regularization
- Anvisa — good practices for food services
A feasibility check does not replace health permits, fire department compliance, or other applicable authorizations. Consult the relevant authorities and professionals for the chosen address and activity.
Updates and corrections
October 2026 version. Review estimates when the menu, capacity, premises, equipment, timeline or commercial conditions change.
foodelopers-planning-2026-10-v1
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