Corniglia, Cinque Terre, ITALIA

“MAKE NO LITTLE PLANS” (Daniel Burnham)

First Entrant, Simple, Scalable, Timely, Socially Sustainable Solution to a Big and Growing National and Increasingly International HEALTH & INEQUALITY Problem


Current and growing health problems associated with poor eating habits (contributing to obesity, diabetes, etc.) afflict everyone in one way or another where fast-food prevails and fast-food prevails virtually everywhere AND income inequality particularly in the food service sector make it virtually impossible for hard working people to work their way out of poverty.


Lilly’s authentic, truly unique, and as first entrant, disruptive solution to the health crisis arising from poor eating habits is a keenly focused product offering consisting of a few simple high quality, healthier, appealing and tasty old world charm ITALIAN “snack” foods as found in a typical small (approx. 1,500 sf) Italian bread bakery shop (panificio) on a mostly TAKE-OUT and DELIVERY basis (NOT full service restaurant), and service that connects with customers. Simple and inviting yet elegant Italian store design / panache, and emphasis on social sustainability will position Lilly’s as a compelling healthier “SLOW FOOD” alternative to “fast food” inspiring customers with better eating habits that contribute to better health facilitating a more fulfilling life. Tasty, healthier offerings satisfy the palate contributing to portion control. We will do our part to combat poverty and income inequality by paying employees a living wage (social sustainability).


Leverage our simplicity and uniqueness so as to scale and create a brand quickly. We will roll-out in NYC,  then perfect the model and open approx. 39 shops in NYC within 3 years. NYC will serve as the springboard for national expansion (669 shops within 10 years), and eventually internationally.


In 1987, General Foods, Proctor & Gamble and Nestle owned nearly 90% of the U.S. coffee market. They didn't worry about start-up companies taking away a large share of their market. While the big three conducted business as usual, STARBUCKS recognized and capitalized on the fact that customer priorities were changing. By 1993, Starbucks owned 22% of the national coffee market, about $1 Billion. In 2015, Starbucks revenues were $19.1 Billion.