Break Even Point Case Study, Exercises of Business Strategy

A Case study to understand application of brak even point.

Typology: Exercises

2025/2026

Uploaded on 01/30/2026

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Burger Buzz
Manchester Burger Joint
(Real-world small business scenario – Break-Even Analysis)
Background
Burger Buzz is a small independent burger restaurant on a side street in
Manchester’s Northern Quarter. It opened two years ago when footfall
was strong, and customers loved the premium beef burgers, hand-cut
chips and milkshakes. Since early 2025 the UK economy has become
very tough:
Customers have less disposable income → fewer people eating out
Ingredient costs have risen sharply
Energy bills and rent have increased
The owner, Aisha, has calculated her current break-even point and
sees that on many days she is selling far fewer meals than needed just
to cover costs. The business is losing money most weeks. Aisha’s goal is to lower the break-even point so the
business can survive — and hopefully still make a profit — even with lower customer numbers. Current Situation
(2025 monthly figures)
Item
Amount (£)
Rent & business rates
4,000
Staff wages (3 full-time)
7,500
Electricity, gas & water
1,200
Insurance & other fixed costs
800
Total Fixed Costs
13,500
Variable cost per burger meal (burger + chips + drink)
£5.50
Current selling price per meal
£12.00
Contribution per meal (£12.00 – £5.50)
£6.50
Current monthly sales = 2,400 meals
(roughly 80 meals per day if open 30 days)
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Burger Buzz – Manchester Burger Joint

(Real-world small business scenario – Break-Even Analysis)

Background

Burger Buzz is a small independent burger restaurant on a side street in

Manchester’s Northern Quarter. It opened two years ago when footfall

was strong, and customers loved the premium beef burgers, hand-cut

chips and milkshakes. Since early 2025 the UK economy has become

very tough:

  • Customers have less disposable income → fewer people eating out
  • Ingredient costs have risen sharply
  • Energy bills and rent have increased

The owner, Aisha, has calculated her current break-even point and

sees that on many days she is selling far fewer meals than needed just

to cover costs. The business is losing money most weeks. Aisha’s goal is to lower the break-even point so the

business can survive — and hopefully still make a profit — even with lower customer numbers. Current Situation

(2025 monthly figures)

Item Amount (£)

Rent & business rates 4,

Staff wages (3 full-time) 7,

Electricity, gas & water 1,

Insurance & other fixed costs 800

Total Fixed Costs 13,

Variable cost per burger meal (burger + chips + drink) £5.

Current selling price per meal £12.

Contribution per meal (£12.00 – £5.50) £6.

Current monthly sales = 2,400 meals

(roughly 80 meals per day if open 30 days)

Your Task For each of the three options below, calculate the NEW break-even point (in meals and in sales value) and think about the advantages and risks. Break-even formula Break-even point (units) = Total Fixed Costs ÷ Contribution per unit Break-even point (£ sales) = Break-even units × Selling price Option 1 – Move to a cheaper unit & switch fully to delivery Aisha finds a smaller premises in a lower-traffic area. New rent & rates = £1,800 per month (saving £2,200). New location has almost no walk-in customers, so she closes for eat-in and runs 100% through Uber Eats, Just Eat and Deliveroo. Delivery platforms take 30% commission → restaurant keeps 70% of £12 = £8.40 per meal. Variable costs remain £5.50 → New contribution = £8.40 – £5.50 = £2. New total fixed costs = £13,500 – £2,200 = £11, Calculate: a) New break-even point in meals b) New break-even sales value (£) c) Pros and cons of this option Option 2 – Switch to cheaper (lower-quality) ingredients Aisha changes to a cheaper supplier. Variable cost per meal drops from £5.50 to £4.00. Same premises, same £12 price. Fixed costs stay £13,500. New contribution = £12 – £4 = £8 per meal. Calculate: a) New break-even point in meals b) New break-even sales value (£) c) Risks (e.g. customers noticing lower quality and stopping coming) Option 3 – Increase the price to protect margin Aisha raises the meal price to £14. Same location, same suppliers. Variable costs stay £5.50. Fixed costs stay £13,500. New contribution = £14 – £5.50 = £8.50 per meal. (Manchester has lots of competition: Five Guys, Almost Famous, McDonald’s, many independents) Calculate: a) New break-even point in meals b) New break-even sales value (£) c) How might customers react in the current economic climate? Which option (or combination) would you recommend to Aisha and why?