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Vision and Mission
The Royal Restaurant & Shark View Deck has a clear and purposeful vision for itself; to evolve into the most recognizable ocean-front restaurant in the Maldives, blending top-tier hospitality, genuine ocean-going adventures with the delicious gastronomy of Fuvahmulah.
The business's mission is to offer a memorable and environmentally responsible shark viewing and unforgettable dining experience to tourists and locals alike. Through sustainable tourism and providing excellent service, Royal Restaurant will strive to contribute to the economic growth of Fuvahmulah and to enrich the natural marine wonders of the southern Maldives.
There are three main objectives of the business:
- First – to re-open and re-develop the existing Royal restaurant to be a world-class oceanfront restaurant and tourism venue within 12 months.
- Second – to build a specialized harbor viewing bridge and glass deck in front of Tiger Shark Point, which will provide an unparalleled experience for divers, marine photographers and international visitors.
- Third – to secure the profitability of the venture in the first year in operation, and to gradually build up the number of dive centres, travel agencies and marine tourism operators in future years.
Introduction of the Business Venture
Situated at the very southern tip of Fuvahmulah Island in the Gnaviyani Atoll, Royal Restaurant & Shark View Deck is located in the Republic of Maldives. Fuvahmulah is a one-of-a-kind atoll that is famous throughout the world for its unparalleled biodiversity and its resident population of tiger sharks which live in the waters surrounding the Fuvahmulah harbor, known popularly as Tiger Shark Point. The restaurant is perfectly situated with a view of the entrance to the harbour, so that it has a direct view of this world-famous attraction.
The business is in the hospitality and marine tourism sector, the backbone of the Maldivian economy. The Maldives is consistently featured in the top rankings in the world for tourism, accounting for around 28 per cent of GDP and directly providing jobs for more than one-third of the workforce. Although located further away, the island of Fuvahmulah has received a lot of international attention from diving communities, leading to an increasing demand for top-quality hospitality on the island.
The Royal Restaurant Pvt Ltd is registered as Private Limited Company in the Republic of Maldives. The ownership structure is of 3 to 5 local investors who have experience in the tourism and hospitality industry and an open provision of foreign investments in the tourism and hospitality industry, which is aligned with the foreign direct investment policies of the Maldivian government allowing up to 100 percent foreign ownership in certain tourism ventures.
The planned capital structure would consist of equity contribution of around 40 per cent from the founders of the business, and loans from the commercial banks and tourism development loans from the Maldives Finance Corporation (MFC) of 60 per cent. With a combined background of working in restaurants, the tourism industry on islands, and marine conservation advocacy, the founders are poised to understand the operational and community aspects needed for this unique market.
Description of Product / Service
The experience of Royal Restaurant & Shark View Deck is unlike any other in the Maldivian market and has a multi-dimensional approach in terms of hospitality and marine tourism. The main concept behind the business is that it offers high quality cuisine and authentic Maldivian food, in an ocean-front environment where the guests can enjoy the real life view of the tiger sharks from the adjacent harbor viewing bridge and glass deck.
The signature cuisine is Kattelhi fish stew, a rare fish from deep-sea which is available mainly in Fuvahmulah and a selection of fresh seafood, Maldivian fusion and international favourites. The café and drinks bar features a selection of specialty coffees, tropical drinks as well as an evening cocktail menu. The business also makes money selling food and beverages, from selling high dollar shark-viewing tickets, photography experience packages, exclusive sunset dinner packages, selling souvenirs at the in-house corner shop, and hosting events for marine tourism operators and corporate retreats.
All raw materials and fresh seafood are bought from the fishermen of Fuvahmulah, who are the main suppliers to the seafood industry in Fuvahmulah, ensuring the highest freshness standards and supporting the local fishing economy. The supplementary ingredients and imported beverages and kitchen supplies are purchased from Male from the wholesalers by regular inter-island freight. The business estimates that they will spend MVR 45,000 on cost of materials, about 30% of their expected monthly revenue.
Quality is ensured by the kitchen management system that is closely monitored by the Head Chef and Sous Chef. All the food handlers adhere to the guidelines of food safety in accordance to the Maldives Food and Drug Authority standards. The fresh seafood is delivered daily from fishermen and stored in accordance with the cold chain management principles. Quarterly training programmes are held to keep service staff up to date with the highest standard of delivery of hospitality.
Marketing Plan
4a. Competitor Analysis — Porter's Five Forces
The Five Forces model is used to analyse the competitive forces in the hospitality industry in Fuvahmulah, which is a structured analysis of the external competitive pressures that Royal Restaurant & Shark View Deck is subjected to.
| Force | Intensity | Analysis |
|---|---|---|
| Competitive Rivalry | Medium | Several restaurants operate in Fuvahmulah; however, none offers the tiger shark viewing dining experience, giving unmatched differentiation. |
| Threat of New Entrants | Low–Medium | High capital requirements for harbor-side infrastructure and marine attraction licensing create strong barriers to entry. |
| Supplier Power | Medium | Fresh seafood and imported culinary materials come from local fishermen and Male-based suppliers; diversification mitigates fuel/freight price risk. |
| Buyer Power | Medium | Tourists rely on reviews before dining decisions, but the absence of a comparable marine dining experience reduces buyer leverage. |
| Threat of Substitutes | Low | No comparable marine-integrated dining experience exists within Fuvahmulah or surrounding atolls. |
The analysis shows that the competitive situation is very favourable for Royal Restaurant & Shark View Deck. The unique selling proposition of dining with naturally-occurring tiger sharks in a harbour environment helps to place the company in a position where it can stand out from the competition.
4b. Target Market
The main market of the Royal Restaurant & Shark View Deck is international tourists, especially those who are attracted to the world-class diving experiences of Fuvahmulah — experienced scuba divers and freedivers, marine wildlife photographers, travel journalists, wildlife documentary makers, and shark-tourism enthusiasts. They are likely to be heavy spenders willing to pay higher prices for once-in-a-lifetime experiences.
The secondary target market are local Maldivian residents of Fuvahmulah, families, young professionals who use the café lounge and local corporate groups who organise events, providing a more stable revenue stream during lean years.
4c. Marketing Plan
The marketing strategy is designed to be multi-channel since the tiger shark dining idea has viral potential. At its heart is digital marketing, with social media pages on Instagram, TikTok and YouTube showcasing high-quality underwater footage, shark encounter reels and behind-the-scenes culinary content, with plans to partner with travel bloggers and diving YouTube channels.
Partnership marketing is the second strategy – formal referral agreements with dive schools, guesthouses and travel agencies, with commissions passed on per tourist guest, alongside active listings on TripAdvisor, Google Business and Booking.com.
Experience marketing complements the strategy with signature packages like "Dinner with Tiger Sharks" evening programs, sunset viewing dinner packages, full moon photography evenings and live Maldivian music weekends — designed to drive word of mouth and user generated content at low cost.
4d. Pricing Strategy
Value based pricing is the approach used at Royal Restaurant & Shark View Deck where prices are informed by the value of the one-of-a-kind experience. The average cost of the standard dining menu is MVR 300–600 per person. The flagship "Dinner with Tiger Sharks" package costs MVR 1,500 per person, including a four-course Maldivian fusion meal and one hour of guided shark viewing on the bridge.
Shark viewing tickets alone are priced at MVR 400 for a standard 45 minute ticket and MVR 800 for a premium photography package. Souvenirs are sold at MVR 100–500. Local customers are offered a small loyalty discount to encourage repeat visits from the secondary market segment.
4e. Expansion Plan
Phase 1 involves the refurbishment and re-opening of the existing Royal Restaurant premises — interior revamp, kitchen upgrade, new outdoor seating and brand identity rollout.
Phase 2 is the construction of the harbor viewing bridge and glass deck next to Tiger Shark Point — shark viewing platforms, photo opportunity points, safety railings and energy-efficient night lighting.
Phase 3 is the scaling up of tourism cooperatives and digital assets — an online booking system, formal partnerships with dive travel companies, sunset dinner packages, and possibly a second outlet in Male.
Environmental Analysis
5a. SWOT Analysis
The SWOT analysis offers a detailed assessment of the internal strengths and weaknesses of Royal Restaurant & Shark View Deck as well as external opportunities and threats in the operating environment.
| Strengths | Weaknesses |
|---|---|
| Unique oceanfront location at Tiger Shark Point; first marine-integrated dining experience in Maldives; strong USP with no direct competitor; high social media potential; existing brand recognition | High initial capital requirement (MVR 6.3 million); dependence on seasonal tourist inflow; maintenance costs of harbor infrastructure; limited skilled hospitality workforce; vulnerability to weather |
| Opportunities | Threats |
|---|---|
| Growing international eco-tourism; social media virality; government tourism promotion of remote atolls; partnerships with dive schools; rising demand for experiential dining | Environmental regulations on marine disturbance; competition from new developments; global economic slowdowns; natural disasters and climate risks; changing tourist preferences |
With the location and concept that is unmatched, the business leverages the negative aspects of high capital cost and remoteness of the island and converts them into positive ones through careful planning and phased investment.
5b. PESTEL Analysis
The PESTEL analysis looks at the macro-environmental factors that affect the context in which the business operates.
| Factor | Analysis |
|---|---|
| Political | The Maldivian government actively promotes tourism development in remote atolls through supportive policy frameworks and tax incentives, including investment in Fuvahmulah's domestic airport. |
| Economic | Tourism contributes over 28% of Maldivian GDP. Fuvahmulah's growing recognition as a world-class diving destination has driven a steady increase in tourist arrivals. |
| Social | A global shift toward experiential, wildlife-oriented travel favours Fuvahmulah's tiger sharks as a powerful social media magnet attracting viral-driven travellers. |
| Technological | Online reservation platforms, social media marketing and digital CRM tools are now standard; improved internet connectivity enables live streaming of shark encounters. |
| Environmental | Marine conservation is central to Maldivian regulation. The viewing infrastructure is designed to be fully non-invasive, with no feeding or disturbance of the shark habitat permitted. |
| Legal | Requires business registration, food safety certification, tourism business license and construction permits, with employment contracts complying with the Maldives Employment Act. |
Budget
A first investment plan has been developed and financed to implement the entire project, from the first stages of restaurant renovation to the final stage of developing the Shark View Deck tourist infrastructure. The overall financing need amounts to MVR 6,300,000, spread over three strategic stages of development.
Phase 1 financing totals MVR 3,000,000 for physical restoration and relaunch; Phase 2 requires MVR 2,700,000 for the harbour viewing bridge, glass deck and safety facilities; Phase 3 provides MVR 350,000 for digital infrastructure, staff recruitment and working capital reserve.
| Budget Item | Phase | Estimated Cost (MVR) |
|---|---|---|
| Restaurant Renovation & Interior Redesign | Phase 1 | 1,500,000 |
| Kitchen Equipment & Upgrades | Phase 1 | 800,000 |
| Furniture & Fixtures | Phase 1 | 400,000 |
| Branding, Signage & Marketing Launch | Phase 1 | 300,000 |
| Harbor Viewing Bridge & Walkway | Phase 2 | 2,000,000 |
| Glass Viewing Deck & Safety Railings | Phase 2 | 500,000 |
| Photography Spots & Night Lighting | Phase 2 | 200,000 |
| Online Booking System & Digital Infrastructure | Phase 3 | 150,000 |
| Staff Recruitment & Training | Phase 3 | 100,000 |
| Working Capital Reserve | All Phases | 300,000 |
| Licensing & Legal Fees | All Phases | 50,000 |
| TOTAL INVESTMENT REQUIRED | 6,300,000 | |
The equity contribution from founding shareholders is MVR 2,520,000 (40%), with the remainder (60%) raised through commercial lending — primarily the Bank of Maldives SME loan scheme and the Tourism Development Fund under the Ministry of Tourism.
Timeline
The project will be completed in 18 months from financing approval to full capacity across all three phases.
| Phase | Period | Funding Required | Key Activities |
|---|---|---|---|
| Phase 1 – Renovation & Relaunch | Months 1–6 | MVR 3,000,000 | Building renovation, kitchen install, interior design, furniture, branding, soft opening |
| Phase 2 – Harbor Bridge Construction | Months 7–14 | MVR 2,700,000 | Engineering design, bridge construction, glass deck, lighting, safety certification, grand opening |
| Phase 3 – Tourism Expansion | Months 15–18 | MVR 350,000 | Online booking system, partnership agreements, sunset packages, digital campaigns |
Phase 1 begins once funds are approved, with operations starting at the end of Month 6. Phase 2 construction starts in Month 7. The business goes fully into revenue with the harbor bridge opening at Month 14. Phase 3 activities cement tourism growth and build partnerships for future scale.
Human Resources Plan
8a. Number of Staff and Recruitment
The business needs 13 members of staff across management, kitchen, food and beverage service, marketing, tourism coordination and support teams. Recruitment happens through two channels – local hospitality professionals already working in Fuvahmulah, and regional job platforms including the Ministry of Economic Development's job portals, with special attention paid to local candidates.
| Position | Department | No. of Staff | Monthly Salary (MVR) | Type |
|---|---|---|---|---|
| General Manager | Management | 1 | 15,000 | Full-time |
| Head Chef | Kitchen | 1 | 12,000 | Full-time |
| Sous Chef | Kitchen | 1 | 9,000 | Full-time |
| Waiters / Service Staff | F&B | 4 | 20,000 | Full-time |
| Barista | F&B | 1 | 6,000 | Full-time |
| Marketing Officer | Marketing | 1 | 8,000 | Full-time |
| Tour Coordinator | Tourism | 1 | 7,000 | Full-time |
| Cleaner / Maintenance | Operations | 2 | 6,000 | Full-time |
| Security Officer | Security | 1 | 4,000 | Full-time |
| TOTAL MONTHLY SALARY | 87,000 | |||
A structured induction programme covers Royal Restaurant's service standards, food safety procedures, marine conservation guidelines and emergency procedures for the harbour bridge facility, with training refreshed every four months.
8b. Organisational Structure
The General Manager sits at the top of the structure, reporting to the Board of Directors (founding shareholders) and directing all departmental managers – Head Chef, Marketing Officer, Tour Coordinator and Security Officer, with Sous Chef and Waiters/Barista reporting to the Head Chef, and Cleaner/Maintenance reporting alongside Security.
Forecasted Income Statement
| Particulars | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Total Revenue | 1,800,000 | 2,070,000 | 2,380,500 | 2,737,575 | 3,148,211 |
| Cost of Materials | 540,000 | 577,800 | 618,246 | 661,523 | 707,830 |
| Gross Profit | 1,260,000 | 1,492,200 | 1,762,254 | 2,076,052 | 2,440,381 |
| Total Operating Expenses | 372,000 | 398,040 | 425,904 | 455,716 | 487,616 |
| Net Profit | 888,000 | 1,094,160 | 1,336,350 | 1,620,336 | 1,952,765 |
The 5-year income forecasts show a positive and increasing trend. Net profit grows from MVR 888,000 in Year 1 to over MVR 1.9 million in Year 5, an increase of roughly 93 percent, driven by price positioning, cost control and the progressive revenue boost from the Phase 2 harbour bridge attraction.
Forecasted Cash Flow Statement
The cash flow statements are prepared under the same assumptions as the income statements, offering a clear view of liquidity on both a monthly (Year 1) and five-year horizon. The business shows positive net cash inflows from its first year, i.e. MVR 74,000 per month and MVR 888,000 after 1 year.
| Particulars | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Total Cash Inflow | 1,800,000 | 2,070,000 | 2,380,500 | 2,737,575 | 3,148,211 |
| Total Cash Outflow | 912,000 | 975,840 | 1,044,149 | 1,117,239 | 1,195,446 |
| Net Cash | 888,000 | 1,094,160 | 1,336,351 | 1,620,336 | 1,952,765 |
| Cumulative Cashflow | 888,000 | 1,982,160 | 3,318,511 | 4,938,847 | 6,891,612 |
The total cash flow over 5 years is MVR 11,240,125, reflecting strong long-term financial sustainability driven by incremental Phase 2 harbour bridge premiums, compounding 15% annual growth, and disciplined cost management limiting annual expense growth to 7%.
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