Updated: 4 days ago
Starting Your Own Bubble Tea Brand Part 1 | A 5–8 Ping Takeaway Shop: How Much Does It Cost?
NT$500,000 may be enough to open a small takeaway shop when the premises are suitable, renovation is limited, and you still have working cash after opening. If you need to renovate, buy equipment, and fund the first months of operation, paying the opening bills alone does not mean your budget is sufficient.
Everyone starts from a different position. Some owners already have premises or equipment; others start with an empty unit. Some work in the shop themselves, while others need employees from day one. Two shops of the same size can therefore need very different amounts of money.
This article considers an owner-operated takeaway shop with help during busy periods. It explains how to allocate money, choose equipment, and check how many orders the space can handle. A ping is approximately 3.3 square metres. All monetary amounts are in New Taiwan dollars (NT$), and the figures are planning examples that need adjustment to your premises and quotations.
First decide what kind of small shop you want
A small takeaway shop is a practical place to establish your products and customer base. A focused menu and a clear service area make it easier for the owner to control preparation and quality.
For nearby office workers, the priority might be quick service after lunch and in the afternoon. A residential customer base may require evening and weekend hours. These choices influence staffing, preparation quantities, and opening hours.
A small shop can build a brand too. Reliable signature drinks, recognisable signage, and clear packaging can help customers remember you. Early spending should support good products, manageable orders, and sufficient cash before you expand your visual identity.
Compare rent together with the cost of making the premises usable
Suppose Shop A costs NT$18,000 a month but needs an additional NT$120,000 of work. Shop B costs NT$23,000 a month and has a more suitable existing layout. The NT$5,000 monthly rent difference adds up to NT$120,000 over two years.
The cheaper rent may therefore offer no saving over the first two years. Check electricity, water, drainage, work surfaces, refrigeration space, and equipment access before comparing the total amount you would actually spend.
An NT$900,000 example: opening costs and working cash together
This allocation illustrates a more complete funding plan. It does not mean every small shop must cost NT$900,000.
Item | Budget in NT$ | Main purpose |
Deposit and initial rent | 80,000 | Lease and payments before opening |
Renovation and signage | 180,000 | Work area, frontage, and basic identity |
Electrical, water, and drainage work | 70,000 | Equipment connections and washing facilities |
Equipment and utensils | 250,000 | Ice, refrigeration, tea preparation, and sealing |
Initial ingredients and packaging | 70,000 | Testing, stock, and opening supplies |
Opening preparation and promotion | 20,000 | Menu, photography, and basic promotion |
Contingency | 50,000 | Additional work or equipment expenses |
Working cash | 180,000 | A buffer after opening |
Total | 900,000 | Opening and operating preparation |
Renovation is visible, while working cash is less visible but just as important. A new shop needs time to attract customers. Spending everything before opening can force you to cut stock, promotion, or necessary staff when early sales fall short.
Under what conditions could NT$500,000 work?
It is more feasible when the premises are already usable, the deposit is modest, some equipment can be reused, and the owner initially works in the shop. The menu should fit those resources, rather than require expensive machines for a few minor products.
If NT$500,000 must also cover renovation, equipment, rent deposits, and personal living expenses, review the plan carefully. Set aside the operating and living cash you cannot spend on construction, then see what remains for opening.
Used equipment can reduce the initial investment, but check capacity, repair support, and electricity use. A cheap machine that cannot supply enough ice during busy periods may lead to a more expensive replacement later.
In 5–8 ping, the work area needs to function smoothly
For a 6-ping example, you could initially allocate 1 ping to ordering and pickup, 3 ping to preparation, and 2 ping to washing, refrigeration, and stock preparation. This is a starting point; the premises and equipment dimensions will determine the final arrangement.
The workflow should follow taking a cup, adding ingredients, mixing, sealing, and handing over the drink. Keep frequently used cups, measures, and ingredients within easy reach to reduce walking for every order.
Leave room for replenishment and cleaning too. If a helper can only wait behind the owner, having two people does not create two usable work positions.
Floor area is a space constraint. Output depends on equipment, staffing, and workflow together. An awkward 8-ping shop may work more slowly than a well-organised 6-ping shop, so daily capacity cannot be calculated from floor area alone.
Use the NT$250,000 equipment budget for essential capabilities
Equipment group | Budget in NT$ | Planning priority |
Ice machine and refrigeration | 130,000 | Peak ice supply, storage, and preparation space |
Tea preparation and water treatment | 40,000 | Tea batches, consistent taste, and water supply |
Sealing, work surfaces, and washing | 50,000 | Continuous preparation and daily cleaning |
Basic dosing, blending, and checkout | 30,000 | Easier operation and sales records |
Total | 250,000 | Adjust to the menu and quotations |
Choose equipment from the menu. A tea-focused shop needs reliable tea preparation and refrigeration first. Milk foam, blended drinks, and extensive fresh-fruit products add preparation time, cleaning, and storage requirements.
Do not choose an ice machine solely from its stated kilograms per day. Ambient temperature, water conditions, storage capacity, and concentrated demand affect real operation. During trial service, check that you can build enough stock before the rush and replenish it afterwards.
How many cups can one person handle?
Suppose one person averages 120 seconds per cup, including ordering, mixing, sealing, and handover. The theoretical output is around 30 cups an hour. Change, replenishment, cleaning, and special requests can reduce actual output, so use this as a planning reference rather than a guaranteed rate.
For a target of 150 cups a day, suppose each cup averages 180 grams of ice and 200 millilitres of tea. The following estimates help plan supplies.
Planning item | Example quantity | Operational meaning |
Daily ice | About 27 kg; about 34 kg with a 25% buffer | Check both production and storage |
Daily tea | About 30 litres | Plan batches and storage |
A 6-litre tea batch | About 30 cups | Prepare the next batch before running out |
These quantities depend on the example menu. Recalculate them for cup sizes, ice levels, and the drinks customers actually buy. Milk, toppings, and other ingredients also need planning according to the sales mix.
Selling 150 cups a day is different from serving 45 cups in one hour
Orders spread throughout the day may be manageable. However, 45 orders concentrated in one hour exceed a one-person workflow producing about 30 cups an hour, so the queue will grow.
First check whether a helper can handle ordering, toppings, or sealing. Large orders can also use scheduled pickup. A larger ice machine alone will not make the same person work faster.
Before opening, test continuous orders using a representative mix of drinks. Include checkout, replenishment, and handover. Record the steps that repeatedly interrupt service to decide whether you need a layout change, additional help, or different equipment.
Higher order value matters, but check what remains
Good, consistent drinks and a recognisable identity can encourage customers to choose signature products. Quality and branding can also bring repeat visits, referrals, and group orders, helping sell more cups during quieter periods.
A higher price does not mean the entire increase stays with the shop. Suppose a drink sells for NT$60 with NT$22 of direct per-cup expenses, leaving NT$38. An upgraded drink sells for NT$75 with NT$32 of direct expenses, leaving NT$43. The price rises by NT$15, but the amount available for monthly shop expenses rises by only NT$5.
If the upgrade takes longer to make, check its effect on busy periods. A few signature drinks that are reliable to prepare and attractive to returning customers can be more useful than complicated additions to every cup.
The amount remaining here has not yet paid rent, staff, or other shop expenses. It is not net profit. Part 5 uses the same idea to calculate the cups needed to cover those expenses.
Estimate working cash from monthly payments
Suppose the monthly plan includes NT$20,000 rent, NT$15,000 busy-period help, NT$6,000 utilities, NT$4,000 systems and miscellaneous payments, and NT$15,000 of owner living withdrawals. The total is NT$60,000. An NT$180,000 reserve is approximately three months of these items.
The NT$60,000 includes living withdrawals and is not a complete accounting cost figure. Ingredients and packaging also require cash as sales grow. Working cash needs to cover unsettled demand, stock payments before receipts, and unexpected repairs.
For example, with an average NT$65 collected per cup and NT$24 of direct expenses, selling 50 cups a day over 26 days leaves NT$53,300 after those per-cup expenses. That is NT$6,700 below the NT$60,000 cash plan, requiring support from the reserve.
Opening the shop and having enough cash each month are both questions you need to answer. Higher living needs, loan payments, or a full allowance for the owner's work would raise the target.
Record four things during trial operation
Preparation: how long common drinks take and where busy-period delays occur.
Customer timing: when orders arrive and when a helper is necessary.
Ingredient losses: what is often left over and what regularly runs short.
Cash: weekly receipts, payments, and the remaining reserve.
Use these records before extending hours, adding products, or buying equipment. They give a clearer direction than trying to purchase every possible capability at the start. Confirm lease, construction, and operating requirements for the actual location as well.
Once the main products and customer base are established, the next step may be more space and a clearer division of work. Part 2 explains the budget for an 8–15 ping standard shop and the capacity two people can create together.
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