Campus Venture Plan
Vivere Colorado LLC and Delta Roadhouse — the food trailer, Mimi's at Roadhouse, wholesale production and the catering line. Prepared for T.W. Stites and Miles Van Hee.
About this document
This is not a generated summary. It is produced on the Vivere Master Framework 3.21 — a proprietary build system, research methodology and rule set developed by Vivere Colorado LLC over multiple client deployments. Section 1 sets out the method, the codebase and the standards every figure here is held to.
1. Methodology & provenance
How this plan was produced, and why that matters when reading it.
The Vivere Master Framework 3.21
Vivere Web operates a documented, versioned build framework — not an ad-hoc process. It defines the stack, the design system, the performance standards, the deployment pipeline and the verification rules that every Vivere property is built to.
| Layer | Standard |
|---|---|
| Stack | Static HTML5 / CSS3 / vanilla JavaScript. No React, Vue or Webpack — deliberately. Fewer dependencies means fewer failure modes and no framework churn. |
| Hosting | Cloudflare Pages, auto-deploy on git push, global edge delivery |
| Backend | Cloudflare Pages Functions + KV storage — serverless, no server to maintain or patch |
| Design system | Token-based. OKLCH colour with relative-colour derivation; fluid type scale; documented spacing scale |
| Performance | Lighthouse-100 target. Mobile-first cascade. Compositor-only animation. |
| Accessibility | WCAG AA contrast verified programmatically, not by eye. 44px minimum touch targets. |
| Verification | Every deploy checked at 320 / 375 / 1280px, console clean, end-to-end transaction tested before release |
The research corpus behind this plan
The Delta campus research covers licensing and permits, menu feasibility, courtyard operations, demographics, competitive landscape, event calendar, brand architecture, media channels, wholesale manufacturing, campus integration, bottlenecks and redundancy, and a full SWOT — each file independently sourced and cross-referenced.
The standard every figure is held to
Three labels are used throughout and they are used strictly:
- Verbatim — quoted word-for-word from a source document.
- Assumption — a modelled input, clearly marked, with the value exposed so it can be changed.
- Open — not yet known. Recorded as a gap rather than filled with a plausible guess.
No commercial term, cost or projection in this document is invented. Where a number is modelled rather than known, §10 lets you change the input and watch the output move.
2. What is already built and live
Delivered ahead of opening, at no platform cost to the campus.
| Asset | Detail | Status |
|---|---|---|
| Vivere Colorado website | Mobile-first, full brand system, 5 pages | Live |
| Order-ahead system | Cart, pickup time slots, server-side menu whitelist, live stock decrement, sold-out protection, pickup codes | Live |
| Live inventory counter | Real-time daily stock, backed by edge storage, resets on Denver time | Live |
| Staff operations page | PIN-gated. Set today's status, tonight's show and set-break pickup times from a phone in ~20 seconds. | Built |
| Schedule API | Date-stamped expiry — a stale "closed today" banner is structurally impossible | Live |
| Catering enquiry funnel | Qualification flow, spam resistance, per-IP rate limiting, leads persisted before any notification can fail | Live |
| SMS notification system | "Order ready" texts. Consent capture built to A2P 10DLC carrier standard. | Registration pending |
| Brand identity | Emblem, wordmark, palette, share cards, responsive image pipeline | Complete |
| Video production library | 69 branded motion projects, 354 renders, 857 seconds of finished video across the Vivere client base | Portfolio |
Codebase: 1,238 lines of CSS, 533 lines of JavaScript, 5 serverless endpoints — all owned by Vivere Colorado LLC, all portable, all version-controlled in a private repository.
3. The Vivere Web cost model
What this replaces, and what that is worth to the campus.
The comparison below uses published market rates for equivalent third-party services. They are ranges, not quotes, and are marked as estimates. The Vivere column is what the campus actually pays.
| Capability | Typical third-party cost est. | Vivere Web |
|---|---|---|
| Custom site + online ordering build | Agency build, restaurant with custom ordering — $8,000–$25,000 one-time | In-house |
| Online ordering platform | Hosted ordering SaaS — $100–$200/month plus setup | $0/mo |
| Third-party marketplace | 15–30% commission per order | 0% |
| Hosting & infrastructure | Managed hosting + SSL + CDN — $30–$100/month | Edge tier |
| Branded video content | Produced social video — $500–$2,500 per finished piece | In-house |
| Brand identity system | Logo, palette, type system, applications — $3,000–$12,000 | In-house |
| Market research & feasibility | Commissioned study — $5,000–$25,000 | In-house |
| Ongoing marketing retainer | Agency retainer — $2,000–$8,000/month | In-house |
The commission point is the one that compounds
Every other line is a fixed cost. Marketplace commission is a permanent percentage of revenue — at 15–30%, a $10 burger returns $7.00–$8.50, forever, on every order, and the platform owns the customer relationship.
Vivere's ordering system takes 0%. On 100 orders a week at a $10 average ticket, the difference between 0% and 20% commission is $200 per week — over $10,000 a year, on the trailer alone, before the campus's other revenue lines are counted.
Owned, not rented
The distinction that matters over a multi-year term: the campus is not renting a platform. The codebase, the design system, the content library and the customer data belong to Vivere Colorado LLC and stay with the venture. There is no platform that can raise its rates, change its terms, alter its commission, or be acquired and shut down. There is no migration project waiting at the end of a contract.
4. The food trailer
Operating model, launch menu and service capacity.
Per the catering agreement, the trailer operates as a food production and service line for Delta Roadhouse: "All food … will be sold via Delta Roadhouse POS", with Vivere invoicing weekly against POS reporting. Trailer, kitchen and facilities are Roadhouse assets; Vivere supplies the menu development, production, staffing and systems.
Launch menu
Deliberately reduced for opening. The constraint is the fryer — triple-cook requires two fry temperatures and the trailer has one vat under a hood sized for one fryer. The answer is splitting the process across the commissary, which is why reliable daily kitchen access matters more than any other single term.
| # | Item | Station | Notes |
|---|---|---|---|
| 1 | Smash Burger — single or double, brioche sesame bun, caramelized onions | Griddle | Onions caramelized in advance at the commissary |
| 2 | Tallow Fries — regular / large | Fryer, finish only | Blanched at the commissary, finished in tallow to order |
| 3 | THE SMOKE — ½ lb smoked blend, seared, tallow fries, garlic aioli, Pecorino Romano | Smoker → griddle | The hero item and the reason to make the drive |
Three items, two stations, two techniques. Three things executed excellently beats four executed adequately — and it protects the single fryer, which is the capacity ceiling.
Service capacity
| Stage | Sustained tickets/hr |
|---|---|
| Reduced menu, two people, week 1 | 30–40 |
| Reduced menu, after 3–4 weeks of reps | 40–50 |
| Theoretical fryer ceiling, ideal conditions | 40–55 |
The metric that matters is queue length, not peak throughput
At 25 tickets/hour a line of 20 people is a 48-minute wait for the last person. That is a word-of-mouth failure, not a revenue failure — it costs the second visit. Capacity planning is built around protecting the queue, not maximising a peak number.
5. Mimi's at Roadhouse — the Arcade building
Second location, 209 Ute Street. Retail ice cream, production and event space.
Mimi's Sweet Treats has traded at 320 Main Street, Delta since 2024 — an established, debt-free business with a 4.9-star reputation. Mimi's at Roadhouse is a second location, not a startup, which changes what opening requires: recipes, suppliers, brand, systems, staff training and operating procedures already exist and transfer.
The premises
| Term | Detail |
|---|---|
| Address | 209 Ute Street, Delta CO 81416 |
| Rentable space | 1,800 SF — excluding the Game Yard adjacent to the east |
| Permitted Use | "production and sale of dessert treats, candies and frozen ice cream" |
| Term | 24 months, 1 Sept 2026 → 31 Aug 2028, with one renewal option to Aug 2030 |
| Arcade | Lessor keeps 6 arcade games operational in the northwest room; Lessor retains all game revenue and maintenance; Mimi's monitors patron use |
| Possession | 22 August 2026 |
Three revenue lines in one building
| Line | What it is | Why this building |
|---|---|---|
| Retail ice cream | Scoop shop, treats, candy — the Mimi's menu, transferred | The arcade already creates dwell time. Families arrive for one and stay for the other. |
| Production | Batch ice cream production supplying both locations | 1,800 SF is production-scale, where 320 Main is retail-scale. Production capacity is the constraint on every other line. |
| Events & parties | Ice cream parties, arcade parties, private bookings | The catering agreement already lists "Ice Cream & Arcade" and "Ice Cream & Arcade + Food Trailer" as bookable packages |
The arcade is a strategic asset, not a nice-to-have
Six operational arcade games in the northwest room give Mimi's something 320 Main does not have: a reason to stay. Ice cream is a five-minute transaction; an arcade turns it into a forty-minute visit, and a forty-minute visit is a party booking waiting to be asked for. The lease places maintenance and game revenue with the Lessor — so the dwell time accrues to Mimi's at no operating cost.
Positioning caution — carried from the catering agreement
The agreement notes Mimi's should "market ice cream parties but not confuse the market or potentially miss out on larger opportunities by just marketing as an ice cream parlor." Agreed — and it argues for the campus presenting one venue with three offers rather than three businesses sharing a car park.
6. Wholesale & production
The line that uses 1,800 SF properly.
Retail alone does not justify 1,800 SF. Production does — and production is what turns Mimi's from a shop into a supplier. Wholesale ice cream serves restaurants, events and retail accounts across the Western Slope, from a building that is already leased and already licensed for "production … of dessert treats, candies and frozen ice cream."
| Element | Position |
|---|---|
| Permitted Use | Already covers production — no lease amendment required Clear |
| Space | 1,800 SF supports a production area alongside retail and event space |
| Recipes & brand | Established at 320 Main, transfer at no development cost |
| Licensing | Wholesale manufacturing is a separate licence and plan review from retail — its own packet, its own $155 fee, its own annual licence Open |
| Equipment | Batch freezer capacity and electrical service to run it — to be confirmed against the building Open |
| First accounts | Delta Roadhouse itself is account one. The campus is a customer before any external account is opened. |
Why wholesale strengthens the campus, not just Mimi's
A production kitchen at 209 supplies the Roadhouse tavern dessert menu, the trailer's shakes, and every private event on the campus — without any of it leaving Ute Street. Margin that would otherwise go to an outside supplier stays inside the campus, and the Roadhouse gets a dessert line it does not have to produce, staff or stock.
7. Catering, parties & private events
The line with the highest margin and the lowest marginal cost.
Per the catering agreement, Vivere holds "the exclusive first right to provide food services across the 215 Ute Street facility" — covering all events at Mimi's at Delta Roadhouse, Sunday through Wednesday and Thursday after 4pm, special events, The River at Roadhouse, and offsite bookings by mutual scheduling.
Bookable configurations
| Space | Fit |
|---|---|
| Ice Cream & Arcade | Children's parties, school and team events |
| Ice Cream & Arcade + Food Trailer | Full family events — food and dessert in one booking |
| Tavern Entrance Dining | Smaller private dining |
| Full Tavern · Back Porch · Back Porch Bar | Larger events, adult functions |
Parties of 25 or fewer reserve a space and order from the menu. 25 or more select from set packages — Chips & Salsa, Brisket Sandwich, Burrito Plate, Mexican Buffet, Taco Buffet, Hamburger & Fries, three Vivere catering tiers, and Mimi's Sweet Treats.
Why events are the strongest line on the campus
An event is booked in advance, so production is known before it is made — waste approaches zero, labour is scheduled rather than guessed, and the covers are guaranteed before a dollar of food cost is committed. It is the inverse of walk-up trade, and it is the line where the campus's combination of spaces has no local equivalent.
The catering enquiry funnel is already live on the Vivere Colorado site, capturing date, event type, guest count, venue and service style, with leads persisted before any notification step can fail.
8. Second-location opening requirements
What Mimi's at Roadhouse needs that 320 Main already has — and what it does not.
The advantage of a second location
Most of what makes a food business hard is already solved. Recipes, brand, suppliers, pricing, POS configuration, staff training material, operating procedures and a 4.9-star reputation all transfer. What remains is premises-specific compliance and fit-out — a much shorter list than a startup faces.
| Requirement | Transfers from 320 Main? | Action |
|---|---|---|
| Recipes & product range | Yes | None |
| Brand, signage design, packaging | Yes | Apply to new premises |
| Supplier accounts & pricing | Yes | Add delivery address |
| Staff training material & SOPs | Yes | Train new hires |
| Entity, EIN, Secretary of State | Yes | None |
| Retail food licence — 209 premises | No | Separate plan review + $155 + annual licence |
| Wholesale manufacturing licence | No | Third separate packet, own fee and licence |
| Premises fit-out | No | Three-compartment sink, hand sinks, floor drains, hot water at temperature and volume, food-grade finishes |
| Electrical service for batch freezers | No | Confirm capacity against the building |
| Sales tax licence — new location | Partial | Add location to existing registration |
| Insurance | Partial | Add premises to policy; confirm limits meet lease requirement |
| CFPM on site | Partial | Certified manager required at the new location |
| ADA customer restrooms | Confirm | Verify existing provision meets requirement |
| Signage consent | No | Lease requires prior written Lessor consent |
| Utilities & NNN operating costs | No | Triple-net: 100% of building operating expenses, taxes and building insurance |
9. SWOT
Campus-level, drawn from the research corpus.
Strengths
- Three complementary businesses on one site — tavern, ice cream and food trailer covering different dayparts and demographics
- The trailer is certified and ready — the longest lead-time item is retired
- Mimi's is established and debt-free, with a 4.9-star reputation transferring to a second location
- The arcade creates dwell time that neither business has alone
- Complete digital platform already live — ordering, inventory, staff tools, catering funnel — at zero commission
- Exclusive first right to food service across 215 Ute Street
- The trailer covers the five nights the tavern is dark — the campus goes from two trading days to seven
Weaknesses
- Single fryer caps trailer throughput at 40–55 tickets/hour
- Two-person line on opening — limited redundancy if either is unavailable
- The trailer is invisible from Ute Street between two buildings; street signage is essential, not cosmetic
- Restroom access on Sun–Wed requires someone to open the building — a health-code requirement, not a convenience
- Commercial terms of kitchen access are unpriced — described in the research as the single largest unpriced item in the catering line
- No trading history at 209 to forecast against
Opportunities
- Wholesale production — 1,800 SF and a Permitted Use that already allows it
- Events — pre-booked, near-zero waste, guaranteed covers, and no local venue offers the same combination of spaces
- Cedaredge Applefest — 30,000+ attendees, 2–4 October
- Mountain Harvest Festival — Paonia, 25–27 September
- Campus supplies itself — dessert, shakes and event catering produced on site rather than bought in
- Seven-day campus — trailer nights convert dark days into trading days
Threats
- Licensing timelines — three separate packets, each with its own review and fee
- Liquor compliance — under-21 exposure in a venue whose primary customer is a child; a suspension affects the whole building
- Weather — courtyard trade is seasonal and exposed
- Concentration — premises, kitchen, courtyard, trailer and liquor licence all sit with one party
- Key-person dependency — a two-person line has no bench
- Ingredient cost movement — beef and dairy, with no repricing mechanism currently in the fee structure
10. Unit economics & P&L model
Live model. Change any input and every figure below recalculates.
Why this is a model and not a projection
Four inputs are not yet known: actual food cost per item, labour rate and hours, the commercial terms of kitchen access, and the NNN operating cost at 209. Presenting a fixed P&L built on four guesses would look authoritative and be wrong. Instead, every assumption is exposed below and marked assumption. Change them and the output moves.
Known from the catering agreement: a cheeseburger at a $10.00 menu price returns $8.00 to Vivere. That figure is verbatim and is the model's revenue anchor.
Monthly P&L — trailer line
| Line | Monthly | % of revenue |
|---|---|---|
| Revenue — return to Vivere | — | 100.0% |
| Cost of goods sold | — | — |
| Gross profit | — | — |
| Direct labour | — | — |
| Contribution | — | — |
| Kitchen & trailer access | — | — |
| Other overhead | — | — |
| Operating profit | — | — |
| Derived metric | Value |
|---|---|
| Tickets per month | — |
| Revenue per service | — |
| Labour cost per ticket | — |
| Contribution per ticket | — |
| Break-even tickets per service | — |
| Annualised operating profit | — |
One cost the research flags as missing from every margin model
If alcohol is served alongside ice cream, a 21+ supervisor is required for every hour alcohol is available. A 16–19 year old scooper model is structurally incompatible with alcohol at the same counter. That is a permanent labour cost, and the research notes it is absent from every margin model produced so far. It is not in the figures above either — add it before the liquor line is committed to.
11. Forecast scenarios
Three cases against the same cost structure. Adjust §10 and these move with it.
| Scenario | Tickets/service | Services/wk | Monthly revenue | Operating profit |
|---|---|---|---|---|
| Conservative — slow build, weather-affected | 70 | 4 | — | — |
| Base — steady trade, reduced menu | 120 | 4 | — | — |
| Strong — proven throughput, five services | 160 | 5 | — | — |
Festival economics run differently
Cedaredge Applefest draws 30,000+ attendees across three days against a $610 stand fee; Mountain Harvest is $300 + $50. At festivals Vivere is the seller of record, so the full menu price is captured rather than the supplier return — materially different unit economics from courtyard trade, against a fixed entry cost and a compressed labour window.
12. Milestones
Campus-level sequence.
| Date | Milestone | Line |
|---|---|---|
| 22 Aug | Possession of 209 Ute Street | Mimi's |
| Late Aug | Menu frozen · suppliers opened · insurance bound · staff trained · dry run | Trailer |
| 1 Sept | Soft opening — trailer serving, website live, bookings open | Trailer |
| Sept | Stabilise service, adjust par levels, first photography published | Trailer |
| 25–27 Sept | Mountain Harvest Festival, Paonia | Trailer |
| 2–4 Oct | Cedaredge Applefest — 30,000+ attendees | Trailer |
| Oct | Mimi's at Roadhouse retail opening — dry | Mimi's |
| Q4 | Liquor menu phase two, following premises modification | Campus |
| Q4 / Q1 | Wholesale production licence & first accounts | Wholesale |
| Ongoing | Private events across all campus configurations | Events |
13. Joint decisions
Items needing a shared answer before opening.
| Item | Why it needs settling |
|---|---|
| Kitchen & trailer access schedule | Daily commissary access is what makes the two-stage fry and the smoke process work. Hours, booking method and notice period. |
| Site plan exhibit | A marked location for the trailer — footprint, queue area, seating, refuse, tow vehicle — for the county and for both parties' clarity. |
| Sun–Wed campus access | Restrooms are a health-code requirement during all operating hours. The published tavern schedule is Fri–Sat, so trailer nights need a named person to open and maintain facilities. |
| Operating days | The agreement says Sunday–Wednesday and Thursday after 4:00. Confirming this fixes staffing, prep and the public schedule. |
| Licence confirmation | Which licence covers trailer operation, and which kitchen is named as commissary on it. |
| Street signage | The trailer is not visible from Ute Street. Signage requires Lessor consent and is the entire top of the funnel on dark-campus nights. |
| Liquor structure | Premises boundary, who mixes and serves, and Responsible Vendor status — with specialist counsel on both sides. |
| POS & reporting | Reporting format and settlement timing for weekly invoicing against POS data. |
| Entity naming | The catering document names "Joe's Catering"; the contracting entity is Vivere Colorado LLC. To be aligned before signature. |
14. Market pricing & 3-year forecast
Every price below is a real, verified menu price from a named business with a source link. Nothing here is estimated from memory.
Two findings that change the pricing conversation
1. Delta's median household income is $45,250 — less than half Colorado's $95,470. US Census ACS Delta County is $57,774. A menu priced against Front Range comparables will not land here.
2. Crash Burger in Montrose sells a double smash for $8.00 with hand-cut fries included. The catering agreement's example prices a cheeseburger at $10.00 without fries. That is the competitive reality on the Western Slope, and it needs answering with quality and story rather than ignored.
Verified market pricing — burgers & fries
| Item | Price | Business | Source |
|---|---|---|---|
| The Double (½ lb, two patties) — fries included | $8.00 | Crash Burger, Montrose | crashburger.com |
| The Single (¼ lb) — fries included | $6.00 | Crash Burger, Montrose | crashburger.com |
| Nana Fries (loaded-fry hero item) | $5.99 | Crash Burger, Montrose | crashburger.com |
| Classic Smash Burger (two patties) — fries not included | $11.99 | The Burger Joint, Montrose | toasttab.com |
| Single combo (burger + fries + drink), delivery-app price | $10.90 | Crash Burger via DoorDash | doordash.com |
Recommended band — double smash as the anchor item
Low $11.00 · Mid $13.00 · High $15.00, à la carte with fries separate. Triangulated from verified anchors including Burgerchief (Denver truck, $13.00 double with fries) and The Burger Joint ($11.99 without).
The honest read for Delta: the mid of that band sits above the local floor set by Crash Burger. THE SMOKE can carry a premium because nothing local is comparable — but the everyday Smash Burger is priced against an $8.00 double-with-fries three towns over. The two-stage tallow fry and the smoke process are the justification; the story has to do work the price cannot.
Verified pricing — ice cream (including your own)
| Item | 320 Main today | Colorado band verified |
|---|---|---|
| Kids scoop | $5.00 | $4.50 – $5.50 |
| 1 scoop | $6.00 | $4.25 – $7.00 (clusters $5.25–$6.30) |
| 2 scoops | $8.00 | $7.50 – $9.00 |
| 3 scoops | $10.00 | — |
| Waffle cone upgrade | +$2.00 | — |
| Shake or malt | $8.75 | — |
320 Main already sits at the top of the verified Colorado band. Good position Mimi's at Roadhouse should match Main Street exactly — two locations of one brand with different prices is the fastest way to erode both.
Mimi's at Roadhouse — live model placeholder inputs
Every input below is a placeholder
These are working assumptions carried forward so the forecast has a shape, not settled figures. They are shown as editable inputs rather than asserted numbers precisely because they are not final — change any of them and the projection moves. They will be replaced once the trading baseline is confirmed.
| Line | Monthly | Annualised |
|---|---|---|
| Retail — scoops, treats, shakes | — | — |
| Parties & private bookings | — | — |
| Total — Mimi's at Roadhouse | — | — |
| Derived | Value |
|---|---|
| Orders per month | — |
| Revenue per trading day | — |
| Parties as a share of revenue | — |
Why average ticket is the input that matters most
Two figures are currently in circulation for the established location, and they differ by roughly 2× because they count different things — one per order, one per transaction record, at about 2.18 records per order. The model uses the per-order figure, since that is what one customer actually spends on one visit.
Getting this wrong doubles or halves every number above, which is why it is an input you can see and change rather than a constant buried in the arithmetic.
Festival economics — verified fees
| Event | Dates | Attendance | Food vendor fee |
|---|---|---|---|
| Cedaredge Applefest | Oct 2–4 | 20,000–30,000+ | $610 out-of-valley (2025) |
| Mountain Harvest, Paonia | Sep 25–27 | — | $300 + $50 health fee |
| Montrose County Fair & Rodeo | Jul 17–25 | 9-day run | $75/day — cheapest multi-day found |
| Market on Main, Grand Junction | Weekly | — | $80/week food concession |
Applefest — act before August 30
2025 fee escalators were +$50 after 31 July and +$100 after 30 August, against a 300-application cap. If 2026 mirrors 2025, applying before 30 August saves $50 per booth space — that is ten days from today.
Risk to weigh: Applefest reportedly ran a deficit and there has been public discussion of the event being cut. Confirm it is running before building a launch around it. Sources also disagree on attendance — 20,000 (FestivalNet) vs 30,000+ elsewhere. Budget on the lower figure.
Revenue benchmark for one food vendor over a festival weekend: assumption low $2,500 · mid $5,000 · high $12,000 gross. Triangulated three ways, but no Colorado festival publishes actual vendor sales — treat as directional.
Volume scenarios — minimum through peak
| Scenario | Tickets / service | Services / wk | Basis |
|---|---|---|---|
| Minimum | 35 | 3 | Dark-campus weeknights, winter, weather-affected. The floor, not the expectation. |
| Low | 70 | 4 | Slow build, limited awareness, no festival lift |
| Base | 120 | 4 | ~30/hr over a 4-hour service — the reduced-menu week-1 rate |
| High | 160 | 5 | 40/hr sustained after 3–4 weeks of reps |
| Peak | 200 | 5 | Fryer ceiling with a third pair of hands. Not sustainable on two people. |
Seasonality — the constraint nobody prices in
| Period | Index vs. average | Why |
|---|---|---|
| Sept – Oct | 130% | Festival season, warm evenings, launch novelty |
| Nov – Dec | 70% | Cold. A courtyard operation loses its dining room. |
| Jan – Feb | 45% | The survival months. Plan cash for these before they arrive. |
| Mar – Apr | 80% | Recovering |
| May – Aug | 135% | Peak — long evenings, tourism, events |
January and February are the plan, not the footnote
An outdoor trailer in western Colorado at ~45% of average trade for two consecutive months is the single most predictable threat to the business, and it arrives four months after opening. The mitigations are decided now, not in December: shorter winter hours, a shift toward catering and private events, or a seasonal close. Every one of those is cheaper than discovering it in January.
3-year revenue outlook
Year 1 is partial — four months from a September start. Ranges span the Low-to-High scenarios above, seasonality applied.
| Line | Yr 1 (4 mo) | Yr 2 | Yr 3 | Basis |
|---|---|---|---|---|
| Trailer — courtyard | $18k – $34k | $52k – $95k | $60k – $110k | $8.00 supplier return per ticket, seasonality applied |
| Festivals & events | $5k – $17k | $15k – $45k | $20k – $60k | 2 events Yr 1; 6–10 thereafter at full menu price |
| Mimi's at Roadhouse retail | $14k – $26k | $95k – $165k | $115k – $200k | Modelled from the established location's trading pattern, adjusted for arcade dwell time and campus footfall. Yr 1 is a part-year from an October opening. |
| Wholesale | — | $40k – $110k | $70k – $160k | 25–35 tubs/wk capacity at $52–$92/tub |
| Private events & catering | $3k – $12k | $20k – $60k | $30k – $90k | Pre-booked, near-zero waste |
How the Mimi's at Roadhouse line is derived
Unlike the trailer, Mimi's at Roadhouse is a second location of an operating business, so its forecast is not built from market comparables — it is modelled from the established location's own verified trading pattern: daily rhythm, order frequency, average ticket, seasonal curve and product mix, all drawn from point-of-sale history rather than estimated.
That pattern is then adjusted for what is genuinely different at 209 Ute Street — the arcade's effect on dwell time and party bookings, a campus rather than a Main Street footfall pattern, and a larger floor supporting production alongside retail.
The underlying financials of the existing location are not published here. They are Mimi's Sweet Treats' own trading records. What is shown is the resulting range for the new location, which is what this plan actually needs.
Wholesale — a costing error that would sell at a loss
From the wholesale margin review, dated 4 August 2026: labour is entered as $0 in the live cost engine. With plausible labour and overhead loaded, Vanilla went to a negative margin at $65/tub in testing — and overhead (rent, utilities, insurance) appears in no cost figure at all.
Eleven flavours carry a $63.50 placeholder with no recipe and no cost behind it. Do not quote a wholesale account from the current sheet. Rebuild it with $20/hr labour and an overhead allocation first — the capacity ceiling of 25–35 tubs/week is real and worth selling, but not below cost.
Outliers & unforeseen events
| Event | Effect | Mitigation |
|---|---|---|
| Extended cold or early snow | Courtyard trade falls below the 45% winter index | Winter hours decided in advance; pivot to catering; seasonal close is a legitimate answer |
| Fryer failure | Single vat is the bottleneck — its failure closes the menu, not part of it | Named service contact before opening; a burger-only fallback menu that needs no fryer |
| Applefest cancelled | Loses the largest audience of the year | Confirm the event is running before building the launch on it; hold Mountain Harvest as the anchor |
| Either operator unavailable | A two-person line has no bench — one absence closes the window | Train a third person before opening, not after the first sick day |
| Liquor suspension at the Roadhouse | Takes the commissary and premises with it — trailer stops too | Separation SOP, dry opening, and a second commissary identified |
| Beef or dairy cost spike | $8.00 supplier return has no repricing mechanism | Negotiate an index or review clause before signing, not after |
| Campus closed on a trailer night | No restrooms, no commissary access, no lit marquee | Named keyholder committed in writing per operating night |
Sources
Pricing: Crash Burger · The Burger Joint · Mimi's Sweet Treats
Events: Cedaredge Applefest · Mountain Harvest Festival · FestivalNet
Demographics: US Census ACS 2020–2024 — Delta city population 9,421, median household income $45,250; Delta County 31,598 and $57,774; Colorado $95,470
Internal: wholesale margin review (4 Aug 2026) · _research/24-demographics-area.md · _research/04-event-calendar.md · _research/22-wholesale-manufacturing.md
15. Brand & campaign plan
Two brands, one campus. Positioning, tone, monetization and the first eight weeks — plus how both feed Delta Roadhouse rather than compete with it.
The campus proposition, in one line
Delta Roadhouse is open Friday and Saturday. Mimi's is open every day. The trailer covers the nights the tavern is dark. Between the three, 215 and 209 Ute Street is the only address in Delta trading seven days across three different reasons to come.
Every campaign below serves that one idea. Marketing three businesses separately at one address splits the audience three ways; marketing one destination with three offers compounds.
Vivere Colorado — the trailer
| Dimension | Position |
|---|---|
| One-line | Smash burgers and triple-cook tallow fries, five nights a week in the Roadhouse courtyard. |
| The hook | Technique, not novelty. Fries blanched then finished in beef tallow; a hero burger smoked before it is seared. Nothing else on the Western Slope is doing this — that is the entire reason to drive over. |
| Tone | Confident, plain-spoken, a little obsessive about process. Never cute. It sounds like a cook who cares, not a brand that hired one. |
| Audience | Delta locals 25–55 on weeknights; Roadhouse show crowds; families early evening; the Montrose/Cedaredge drive-over on a name-made night. |
| Proof to lead with | The process. Show the blanch, the chill, the tallow, the smoke. Food this specific markets itself if it is filmed honestly. |
| Awareness goal — 8 weeks | Delta knows the trailer exists, what nights it runs, and that the fries are the thing. |
| Monetization | Courtyard service (supplier return per the agreement) · festivals at full menu price · private events · order-ahead reducing queue abandonment |
Mimi's at Roadhouse — the arcade building
| Dimension | Position |
|---|---|
| One-line | Delta's ice cream parlour, now with an arcade attached. |
| The hook | Dwell time. Ice cream is a five-minute transaction; six arcade games make it a forty-minute visit — and a forty-minute visit is a birthday party waiting to be asked for. |
| Tone | Warm, familiar, family-first. This is the established brand extending, not a new venture asking for trust. Two years and 4.9 stars carry across. |
| Audience | Families with children 4–14 · teens after school · birthday and team-party bookers · Roadhouse patrons wanting dessert |
| Careful with | The 21+ boozy shake line. It shares a building with children. Keep it visually and verbally separate in all marketing — never in the same frame as a kids' party. |
| Awareness goal — 8 weeks | Every family in Delta knows there is a second Mimi's with an arcade, and that parties can be booked there. |
| Monetization | Retail scoops · parties and private bookings · 21+ shakes (Fri/Sat and events only) · wholesale production supplying the campus |
Pricing consistency is a brand decision, not an ops one
320 Main runs $5 kids / $6 single / $8 double / $8.75 shake — at the top of the verified Colorado band. Mimi's at Roadhouse must match Main Street exactly. Two locations of one brand at two prices trains customers to compare, and the cheaper one wins while both lose margin.
How both feed Delta Roadhouse
| Mechanism | What it does for the Roadhouse |
|---|---|
| Seven-day activation | The campus is lit and occupied Sun–Thu instead of dark. Passers-by learn the address is alive all week, which lifts Fri/Sat recall. |
| Show-night set breaks | Sets run 6–9pm and 7–10pm. Food at the break keeps the room in the room instead of leaving for dinner — the bar keeps the tab open. |
| Event capture | Private bookings marketed as "Events at Delta Roadhouse" convert Mimi's family audience into Roadhouse venue revenue. |
| Cross-posting | Roadhouse Instagram is ~110 followers. Three accounts posting the same campus, tagging each other, compounds reach none of them has alone. |
| Dessert supply | Roadhouse tavern dessert supplied from 209 rather than bought in — margin stays on Ute Street. |
The channel gap that has to close first
Vivere Colorado has no social accounts. Mimi's has an audience; the Roadhouse has ~110 followers; the trailer has nothing. Week 1 of the calendar below is account creation, because every subsequent tactic assumes somewhere to publish.
The campus also has no shared content calendar. Three businesses posting independently about one address will contradict each other on hours within a fortnight. One calendar, three voices.
The first eight weeks
Built around the fixed dates: soft opening 1 Sept, Mountain Harvest 25–27 Sept, Applefest 2–4 Oct.
| Week | Vivere Colorado | Mimi's at Roadhouse | Campus / Roadhouse |
|---|---|---|---|
| W1 Aug 20–31 Pre-launch | Create IG + FB. Publish the site. Post the build: trailer, griddle, first tallow batch. No menu reveal yet. | Announce a second location is coming. Tease the arcade — no date. | Roadhouse posts "something is happening in the courtyard". Three accounts follow each other. |
| W2 Sep 1–7 Open | Soft opening 1 Sept. Menu reveal day-of. Film the first service. Post the pickup-code flow — order-ahead is a differentiator nobody local has. | Behind-the-scenes on the fit-out. "Same recipes, new room." | Roadhouse shares opening night. Sets the seven-day story publicly for the first time. |
| W3 Sep 8–14 | The Method film. Blanch → chill → tallow, shot properly. This is the asset that earns the drive from Montrose. | Arcade reveal. Six games, filmed being played. | Joint post: "open seven days between us." |
| W4 Sep 15–21 | First customer reactions. THE SMOKE introduced as limited — scarcity is the mechanic, and it is true. | Open party bookings. One clear call to action. | Show-night promo: order at the set break. |
| W5 Sep 22–28 Festival | Mountain Harvest, Paonia 25–27. Full menu price, Vivere is the seller. Shoot everything — this is the first real crowd. | Push family weekend traffic while the trailer is away. | Roadhouse amplifies the festival appearance. |
| W6 Sep 29–Oct 5 Festival | Applefest, Cedaredge 2–4 Oct. 20,000+ people. Largest single awareness event of the year. | Applefest tie-in at the shop. | Campus posts as one destination to a regional audience. |
| W7 Oct 6–12 | Convert festival reach to courtyard visits. Retarget: "you tried us at Applefest — we're here five nights a week." | Mimi's at Roadhouse opens (retail, dry). Opening week offer. | Full campus live for the first time. The seven-day claim becomes literal. |
| W8 Oct 13–19 | Settle into rhythm. Weekly menu drop or special becomes the recurring content engine. | Party bookings push into the holiday season. | Review what worked. Set the winter plan — see below. |
Content engine — what sustains it after week 8
| Recurring format | Cadence | Why it works |
|---|---|---|
| Tonight's count — how many of the limited item remain | Every service night | Real scarcity, already built into the site. Zero production cost. |
| The Method series — one technique explained properly | Fortnightly | Positions on craft, travels beyond Delta, and is the reason to drive over |
| Set-break post — tied to the Roadhouse lineup | Every show night | Borrows the Roadhouse's audience at the moment they are hungry |
| Party of the week — a real booking, with permission | Weekly | Social proof that converts directly into the highest-margin line |
| Flavour drop — new or returning | Weekly | Already proven at 320 Main. Transfers at no development cost. |
Winter is the campaign nobody plans
Trade drops to roughly 45% of average in January and February (§14). The marketing answer is decided in October, not January: shift the message from courtyard to catering, parties and wholesale, which are all indoor, pre-booked and weather-proof. Mimi's carries the campus through winter; the trailer carries it through summer. Say that out loud in the plan so nobody panics in the first cold week.
Measurement
| Metric | Where it comes from | Why this one |
|---|---|---|
| Order-ahead conversion | Site — already instrumented | The only number that proves marketing produced a sale, not a like |
| Tickets per service | POS reconciliation | Feeds the forecast in §14 directly |
| Party bookings | Enquiry funnel — already live | Highest-margin line; leading indicator for the whole events business |
| Festival capture | Manual count | Tells you whether events convert to repeat courtyard visits |
| Sold-out time on the limited item | Live counter | Free demand signal — how fast it goes tells you the price is wrong or right |
What we would ask of Delta Roadhouse
- Cross-follow and cross-post from the Roadhouse accounts — no cost, compounds all three audiences
- Lineup shared in advance so set-break content can be scheduled rather than improvised
- Street signage consent — the trailer is invisible from Ute Street, and on dark-campus nights signage is the entire top of the funnel
- One shared content calendar so three accounts never contradict each other on hours
- Permission to film on the campus, including the courtyard and the tavern exterior
16. Event Trailer — expansion capital
The one owned asset that changes Vivere's position, and what it unlocks.
Where this sits today
The courtyard trailer is a Delta Roadhouse asset; Vivere leases time in it. That works for courtyard service, and the catering agreement is built around it. But it leaves Vivere with no owned operating asset — every physical input to the business belongs to someone else.
What an owned Event Trailer solves
| Constraint today | With an owned event trailer |
|---|---|
| Licence dependency. Festival and offsite work needs a licensed unit; the current trailer's licence sits with the Roadhouse. | Vivere holds its own mobile retail food licence, named to its own unit — festivals and catering stand on their own footing. |
| Availability. Courtyard service and an offsite event cannot happen on the same night with one trailer. | Two units, two places, same evening. The campus keeps trading while the event runs. |
| Revenue ceiling. Festival income is capped by trailer availability, not by demand. | Festival and catering lines scale independently of the courtyard schedule. |
| Balance sheet. Vivere's contribution is skill and labour — portable, but not an asset. | An owned, financeable asset that stays with the business. |
| Concentration. Every physical input sits with one counterparty. | Vivere can operate independently if the relationship ever changes. |
Capital basis
| Line | Figure | Basis |
|---|---|---|
| Build range | $56,000 – $104,500 | Recorded build range, _research/13-vivere-catering.md |
| Planning basis | ~$75,000 | Base configuration — the working number for the model |
| Lead time | 6–8 weeks | Custom 20-ft build. Not compressible — order date drives availability, not budget. |
| Plan review & licence | $155 + annual | Its own packet, separate from every other unit |
| Fit-out priority | Two fryer vats | The single fryer is the current capacity ceiling. Specify out of the problem rather than inheriting it. |
Specify away the constraint that caps the current trailer
The courtyard trailer's binding limit is one fryer vat under a hood sized for one fryer — it caps service at roughly 40–55 tickets/hour and forces the two-stage fry across the commissary. A purpose-built event trailer should carry two vats and a hood rated for them. That single specification decision is the difference between inheriting the ceiling and designing past it, and at festival volumes it is where the money is.
When it makes sense
| Trigger | Signal to watch |
|---|---|
| Festival demand proven | Mountain Harvest and Applefest returns land in the mid-to-high band (§14). Two events are enough to know. |
| Catering bookings exceed trailer availability | Enquiries declined for date conflicts — the funnel already captures this. |
| Courtyard rhythm established | Do not run a second unit before the first is consistently staffed and profitable. |
| Winter plan requires it | If catering carries Jan–Feb (§14/§15), an owned unit is what makes catering independent of the courtyard. |
Sequencing — the 6–8 week lead time is the whole planning problem
Ordering after demand is proven means the unit arrives roughly two months later. To have it for the 2027 festival season, the decision point is early spring 2027, informed by the autumn 2026 festival results. That is one clean decision on one date, and it belongs in the calendar now rather than being discovered late.
17. Visual direction
Two brands that must never be mistaken for each other, sharing one address. Both systems are already built — this is the rule set for applying them.
The governing rule
The campus is one destination; the brands are two voices. Vivere Colorado is hot metal at night. Mimi's is warm daylight. If a post could belong to either brand, it is wrong — and if a customer cannot tell in half a second which business is talking, the campus reads as one confused business instead of two good ones.
| Type | Anton — display, uppercase, tight, set very large. Barlow — body. Self-hosted woff2. |
| Ground | Always dark. Charcoal or ink. Vivere never sits on white. |
| Light | Single warm source, low and raking — food lit like metal, not like a menu. Shadows are allowed to be deep. |
| Texture | Grain over everything. Ember particles drifting. The screen should feel like standing near heat. |
| Motion | Deliberate and weighty. Slow push-ins, hard cuts on impact, the flame drawing on once. Never bouncy. |
| Subject | Process over plating. The smash, the crust, the tallow, the smoke. Hands and steam, not styled hero shots. |
| Voice | Short declaratives. States facts about technique and stops. Never exclamation marks, never puns. |
| Never | White backgrounds · script type · emoji · cute copy · anything that reads as a family brand |
| Type | Pacifico — the script wordmark and pull-quotes only, never body. Poppins — everything else. |
| Ground | Cream and paper by default. Ink only for the arcade and 21+ material. |
| Light | Bright, even, daylight. Colour reads true — ice cream must look cold and clean. |
| Texture | Minimal. The arcade brings its own colour; let neon and cabinet glow do the work. |
| Motion | Light and quick. Pops, bounces, waterfall entrances. The opposite of Vivere's weight. |
| Subject | People, not product. Faces, hands, kids at cabinets. Ice cream is the reason; the room is the story. |
| Voice | Warm, familiar, brief. Two years of goodwill already in the name — it does not need to sell. |
| Never | Anton or Vivere's charcoal · alcohol in any frame containing children · price-led messaging |
The 21+ line has its own visual lockout
Boozy shakes get the ink ground and gold accent, adult hands, evening light, and no arcade cabinets, no children, no daytime anywhere in frame. It is a separate visual world inside the same brand, and the separation is the compliance story told visually. The site already isolates it on its own page.
Format specification — carried from the existing library
| Use | Spec | Note |
|---|---|---|
| Feed post / reel | 1080 × 1350 | House default across the existing 69-project library |
| Stories | 1080 × 1920 | Always produced as a pair with the feed cut |
| Frame rate | 30 fps | House standard |
| Length | 7 – 15s | Median finished piece in the library is ~9.5s |
| Close | Brand lockup | Present on 60 of 69 existing projects — keep it |
18. Campaign storyboard
Asset by asset for the first eight weeks. Each entry is a production brief: what it is, what it shows, and how it is built.
Built from techniques already proven in the library
Every treatment below uses methods already executed across 69 projects and 354 renders — kinetic typography, photo composite, mask reveal, SVG draw-on, count-up, waterfall entry and velocity-matched seams. Nothing here requires a new capability, only new content.
Week 1 — pre-launch before anything is sold
V-01 · "Something is being built" 1080×1350 · 9s
Vivere Colorado · teaser · no menu, no date
- 0–2s Black. Ember particles drift up. A single griddle scrape sound.
- 2–5s Hard cut to a raking close-up: hot steel, oil shimmer. No product yet.
- 5–7s Anton, huge, one word at a time: SOON. IN THE COURTYARD.
- 7–9s Flame emblem draws on. Lockup. Cut to black.
Build: kinetic type + ember particle field + SVG draw-on. No food required — this ships before the menu is frozen.
M-01 · "A second Mimi's" 1080×1350 · 8s
Mimi's at Roadhouse · announcement
- 0–3s Cream ground. Pacifico wordmark writes on.
- 3–6s Poppins beneath, waterfall entry: A second shop. Same recipes. New room.
- 6–8s Silhouette of an arcade cabinet slides in from frame right. Hold. Lockup.
Build: SVG draw-on wordmark + waterfall text + single vector element. Zero photography needed.
Week 2 — opening
V-02 · Menu reveal 1080×1350 · 12s
Vivere Colorado · the three items, named
- 0–3s Smash hitting the griddle, full frame, real sound. No music yet.
- 3–6s Zoom-through seam into fries lifting from tallow.
- 6–9s Cut-the-curve into THE SMOKE, held still for a full second — the only static beat.
- 9–12s Three names stack in Anton. Address. Nights. Lockup.
Build: photo/video composite + velocity-matched seams + kinetic type. Needs the first real shoot.
V-03 · "Order ahead, skip the line" 1080×1920 · 10s
Vivere Colorado · stories · the differentiator nobody local has
- 0–4s Vertical phone frame, real site. Oversized cursor taps Order Ahead.
- 4–7s Pickup time selected. Live count ticks down — real count-up component.
- 7–10s Pickup code lands. Cut to the window handing a bag over. Lockup.
Build: mock-UI + oversized cursor + count-up — all three already used in the library. The phone screen is the real site, so it cannot drift out of date.
Week 3 — the asset that earns the drive
V-04 · The Method film 1080×1350 · 25–30s
Vivere Colorado · the flagship piece · narrated
- 0–4s "A fry is a texture problem." Black, single line of Anton.
- 4–12s Blanch → chill → fry → chill → fry. Each stage a hard cut with its own temperature card in brass.
- 12–20s The finish: tallow, the shatter, the steam. Slow motion, held.
- 20–26s "Three cooks. One chip." Attribution to the technique.
- 26–30s Lockup over the courtyard at dusk.
Build: voiceover + SFX + temperature count-up cards + grain. Closest existing analogue is the Sweet Science series — same structure, different subject. This is the piece that travels beyond Delta.
M-02 · Arcade reveal 1080×1350 · 10s
Mimi's at Roadhouse · the dwell-time argument, shown not stated
- 0–3s Dark room, cabinet attract-modes glowing. Cool blue accent earns its place here.
- 3–7s Quick cuts: hands on a joystick, skee-ball rolling, a scoop being handed over.
- 7–10s Pacifico: Ice cream and an arcade. Poppins: 209 Ute Street.
Build: photo composite + quick-cut rhythm. Needs a shoot with people in the room — an empty arcade sells nothing.
Weeks 4–6 — proof, then reach
V-05 · THE SMOKE, limited 1080×1350 · 8s
Vivere Colorado · scarcity, and it is true
- 0–3s Smoke curling off the pit, slow.
- 3–6s Inverse zoom-through to the sear. Impact SFX on contact.
- 6–8s Live count in Anton, large: N left today. Lockup.
Build: the count is pulled from the live inventory API — the number in the post is the real number. Reusable nightly as a template.
M-03 · Party booking 1080×1350 · 9s
Mimi's at Roadhouse · the highest-margin line, asked for directly
- 0–4s A real party — cake, cabinets, noise. Bright, warm, busy.
- 4–7s Waterfall text: Birthdays. Teams. Whole-room bookings.
- 7–9s One call to action. One link. Lockup.
Build: photo composite + waterfall entry. Requires written permission to film guests — get it on the booking form.
C-01 · Seven days between us 1080×1350 · 12s
Campus · the single most valuable idea, told once properly
- 0–4s Week strip builds left to right, day by day, waterfall entry.
- 4–8s Each day fills with whose night it is — Mimi's every day, Vivere Sun–Thu, Roadhouse Fri–Sat.
- 8–12s Three lockups resolve into one address. 209 & 215 Ute Street.
Build: pure kinetic typography and vector — no photography, so it can ship immediately. Posted by all three accounts on the same day. This is the campus argument in one asset.
V-06 / M-04 · Festival cut-downs 1080×1920 · 6–8s each
Both brands · Mountain Harvest and Applefest
- Shoot everything at both events — queue, hands, faces, the pass.
- Same-day stories: raw, fast, unpolished. Speed reads as authenticity here.
- Week after: one cut-down per brand, house treatment applied, used as the retargeting asset.
Build: Applefest is the largest audience of the year — treat it as the shoot that supplies Q4 content, not just a trading day.
Production order — what to shoot, and when
| Shoot | When | Feeds | Blocked by |
|---|---|---|---|
| Griddle & texture B-roll | Before opening | V-01, V-02 | Nothing — no finished dish needed |
| The Method sequence | A full prep cycle | V-04, and every future fry reference | Commissary access |
| Menu hero stills | Opening week | V-02, V-05, the site's photo slots | Menu frozen |
| Arcade with people | Before Mimi's opens | M-02, M-03 | Room finished; guests present |
| Courtyard at dusk | Any clear evening | Every lockup close, OG images | Nothing — the building exists today |
The cheapest high-value shoot is available tonight
The courtyard at golden hour. It needs no menu, no licence, no finished room and no staff — the buildings are standing. It supplies the closing frame of nearly every asset above, the site's hero, and both OG images. One hour with a phone at the right time of day.
Campus Venture Plan · Vivere Colorado LLC × Delta Roadhouse · 20 August 2026
Source documents: 209 Ute Street lease · catering agreement
Quoted terms are verbatim from the source agreements. Modelled inputs are marked as assumptions with values exposed. Unknowns are recorded as unknowns.