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Businnes Plan

Children’s Recreation Center Business Plan


Children


This plan contains detailed information about the establishment and operation of CabinFever &#8211′ Child Fun Center. The plan provides details on the business growth plans, operational procedures, and infrastructure.

Cabin Fever will offer young families in Bemidji, MN and the surrounding area a quality family recreation center, with jungle gyms, soft contained play structures, slides, and imagination-inspiring play areas for children ages 2 to 5. Safety-tested equipment has been approved and employees have received training in first aid and child safety. Parents will have access the special seating areas to observe their children playing safely and actively, even in winter’s coldest and darkest months.

Derek Giesbrecht (advisor), Brian Solum (owner), is responsible for the design, construction, and development the daily operations as outlined in this plan. Soft Play, LLC, is the president of Soft Play, LLC, an indoor playground manufacturer. He has been in Active Play for many decades. Soft Play is now the market leader in Family Entertainment. Brian is a former real estate agent, a father of four, and has over seven years of experience in the child care industry. Brian will be supported with a customer-focused and team-oriented staff. Cabin Fever retains the services of a CPA to prepare tax returns and pay taxes, as well to act as a business consultant and help set achievable long-term goals.

CabinFever is projected to achieve $158,000 in first year sales based on current child recreation market prices. We anticipate revenue growth of five per cent annually with good management. The following ratios apply in the first year:

  • Gross Margin greater than 95%
  • Net Profit Margin above 12%
  • Pre-tax Returns on Assets More Than 20%
  • Three-year average net worth of $76,000

We will limit the risks to Cabin fever’s success through:

  1. Obtaining sufficient capital to build and cover expenses of initial operation. All investor capital is held in escrow, until the project has been fully funded.
  2. Minimizing overhead costs, which increases the bottom line profit.
  3. Building a solid customer base. We have identified the best location by using demographics. Our aggressive marketing program will deliver the results we desire.
  4. Involvement in your community to demonstrate how the company will benefit your quality life.
  5. All payments are made by cash or check.

1.1 Mission

  1. To provide a safe, fun, profitable, and exciting child entertainment facility for children aged 2-5 in the Greater Bemidji region. This will allow children to grow emotionally, physically, and mentally through interaction with their parents, peers, and the facility.
  2. Listening intently to customer needs in relation to entertainment, activities and facilities that relate to safety, environmental and services and then acting accordingly.
  3. Develop a system of safety, security and accountability on the property between the staff, paying clientele and the general public.

1.2 Keys To Success

  1. Location
  2. Service
  3. Safety
  4. Cash

1.3 Objectives

  1. 30% of my target audience to use &#8220/Cabin Fever at least 1.5 times per year. Based on the most current census and demographic data for this area, this goal would be to attract 3,600 children and 1,080 adult customers through the door in the first year.
  2. By the third year, you can increase your market share to 40%
  3. Reduce debt load 37% by end of 3rd year.


Businnes Plan

Recreation Center Business Plan


Recreation Center Business Plan


This document provides information about Play Time for Kids. It includes company structure, goals, projected growth and venture capital requirements. The investment analysis will also provide insight into the industry trends.

Play Time for Kids has identified the family entertainment industry as its primary interest and to that end the company has focused its efforts on the development of one or more family entertainment centers (FEC) to provide quality family entertainment activities to the communities in the Our County, Big City area.

Play Time for Kids, a company that is focused on family entertainment within a family-oriented community. Play Time for Kids has the potential to benefit from an expanding industry.

Entertainment is the buzzword for the new millennium. David L. Malmuth – senior vice president of TrizenHahn Development Corp. – observed that “people don’t just want to buy stuff.” They are looking for an experience. The keys to creating memorable experiences include authenticity, fun, and participation. Americans are able to spend money on entertainment and will do so. Statisticians in America spend more on entertainment per capita than they do on health care and clothing.

Quality family entertainment is the focus of Play Time for Kids. The first development phase, which is described below, includes construction and marketing of an initial FEC. FECs as proposed by the company will provide the type and amount of family entertainment and adventure that current markets demand.

In addition, to the capitalization and financing efforts discussed herein the Company anticipates that other sources will be sought to finance the acquisition of the building it will initially lease.

Recent U.S. Census Bureau censuses found that between 1999 and 2000 personal consumption and amusement and recreation expenditures rose by $31.5 billion. The overall industry gross was $56.2 billion. Source: U.S. Census Bureau, Statistical Abstract of the U.S: 2000 – The National Income and Product Accounts of the U.S., 1929-94, Vol.1.

Our solid management team and aggressive marketing plan will allow us to project a steady, minimum annual growth of 5%.

1.1 Objectives

The goals for Play Time for Kids include:

  1. To build a service-based business that exceeds customer expectations.
  2. Superior customer service, word-of-mouth referrals and superior customer service will help to increase the number of customers at least 20% each year.
  3. To achieve a clientele retention rate of 90% within the first one year.
  4. End of your first-year, establish yourself as a popular community destination.
  5. Educate the community on what the company has to offer.

The company will become the market leader in Northeast Our County.

1.2 Mission

To provide outstanding child play care in safe and fun environments for children.

1.3 Keys to Success

These are the keys to our success in business:

  • Superior Customer Service: High-quality, hourly care and services.
  • Provide a safe, clean, comfortable, and enjoyable environment for professional trusting services.
  • Convenience allows clients to access multiple services in one place.
  • Location: provide an easily accessible location for customer convenience.
  • Reputation means credibility, integrity and 100% dedication.
  • Indoor activities for year-round entertainment.
  • Facility to prevent overcrowding
  • Seasoned management team.

The company believes that there are ways to reduce certain risk factors.

  • Initial capitalization of the company to sustain operations through year one.
  • Low overhead thanks to multi-skilled employees, continuous training (i.e., classes for child development) and the use of multilingual workers.
  • Through aggressive marketing, customers are loyal.
  • Strong community ties and involvement in non-profit organisations.


Businnes Plan

Laser Tag Gaming Center Business Plan


Laser Tag Gaming Center Business Plan


Laser Tag will be located in the Big Mall shopping center, which serves many of the 115,000 people who live in the MyTown metropolitan area. Big Mall shopping centre is located at 415 North West Birch Road. This road carries over 30,000 vehicles each day.

Laser Tag is a state of the art laser tag game. It’s played in a darkened arena measuring 4,500 feet in size in which players attempt to capture their opponents’ bases. Smoke is everywhere. Lights flash. Music pounds. You aim your “laser” through the crowd to destroy your opponents. Laser Tag is a heart-pounding, adrenalin-pumping game, in which strategy and luck are joined to defeat your opponents.

The lobby is beautifully decorated with a theme to give players a WOW! effect. Two tokens, 50 cents each, allow them to select from among the top 20 video games. They can rent one of three party rooms for $119 if they are part of corporate groups that recognize achievements or people celebrating birthdays.

The Zone Systems Company is providing the laser gaming equipment featured on MTV’s Battle of The Sexes TV shows and Walt Disney World. Zone Systems offers 24 hour support for the state-ofthe-art laser tags equipment and the software that Zone Systems produces. Facilities centers around the world use Zone Systems’ products. Zone Systems is a leading manufacturer of laser tag gear worldwide and has been in operation for more than 16 years. Zone Systems will provide the Zone Systems software as well as a companion point-of sale system. This software will manage all aspects of your facility’s operation.

Laser Tag will operate as an Ohio subchapter S organization. John Smith will be the manager and owner of 100% of the Corporation. John Smith is a self-employed entrepreneur who has previously opened two successful businesses. John Smith is a successful 20-year business veteran with experience in marketing, accountability, management, training, and supervision.

This region is looking for high-quality and state-ofthe-art electronic entertainment. Principals will have the skills and training required to operate the laser-tag complex. At this point in time, the necessary start-up costs have been identified. These numbers can be exact, or they can be estimates based only on preliminary conversations that have been had with potential suppliers.

This plan has given the principals every reason to believe that the business can succeed. It is a well-known franchise operation. The management team has proven business skills as well as the ability to communicate with people. The principals are optimistic that the loan would be repaid within 7 years and at an average annual interest rate (11%).

The following Highlights chart is based upon a worst-case projection of 35% of full capacity.

1.1 Objectives

Laser Tag will develop a “stand-alone” Laser Tag center that will bring unique entertainment to Prosperous County/MyTown in Ohio and surrounding areas. The majority of the revenue will come from laser tag games, with the rest coming from other devices and video games. Laser Tag will invest 60% of its expected Return on Investment within one year to make state-of the-art improvements. This will allow Laser Tag to “lead from front” in a constantly changing and attractive laser tag market. Laser Tag will continue to expand its food-and-beverage capabilities and improve upon its top-quality videogames. It will also provide souvenir shirts, sweats and mugs for its patrons and members.

1.2 Mission

Laser tag players will have a blast playing this exciting game in a 4,500-square-foot arena. It is low-lit and safe. Laser Tag will offer an enjoyable, pleasant atmosphere while being committed to maintaining an environment enticing to not only teens and young adults, but also to the entire family. Our staff can welcome guests as special guests, assist with group functions, such as birthday parties and recognition events for scouts, to ensure everyone has an enjoyable, fun experience.

1.3 Keys for Success

The key success factors of themed environments, staff education, customer satisfaction, marketing, and the equipment are all important.

Themed environments include WOW! Facility design is important. Zone Systems is a company that really understands WOW! factor. Zone Systems’s concepts are visually stimulating and cutting-edge. These topics are very relatable to today’s teenage males.

Staff Training is critical to the goal of excellent customer service. A poorly trained staff member could ruin the chance of booking a $150 birthday party or corporate event worth several hundred dollars.

Customer satisfaction is essential for the long-term viability of the facility. Being polite, ensuring guests&#8217′ safety, satisfaction, and providing a pleasant environment are essential for long-term profitability and turning this trend into a viable business.

Marketing is one of the greatest issues in the industry. Too many people think they are Kevin Costner in ‘#8220’ Field of Dreams. Build it and they will come! People will spend thousands of pounds on their facility and not a single cent on marketing. Then they wonder why they are closing.

Equipment is the touchy, feely part of this business. Your customers will be handling and wearing the gear for 10 minutes and longer. Their entire experience will rely on the gear’s ability to enhance their enjoyment of the event.

Businnes Plan

Bowling Entertainment Center Business Plan


Bowling Entertainment Center Business Plan


This plan provides investor information as well as basic business plan information that is necessary to start and maintain Kiln Creek Bowling Center. This plan describes the business growth plans, operations methods, and management of infrastructure.

Kiln Creek Bowling Corporation (Kiln Creek Bowling Center) was formed in Yorktown, Virginia, as a corporation under the Laws of the Commonwealth of Virginia.

Charles H. Collins Jr. and Jane W. Collins are part of the dynamic management team that is responsible for designing, building, developing and managing company policy as well as the day-to-day operations. The management team is supported by 50 employees who are customer-focused and team-oriented. Kiln Creek Bowling Corporation retains the services a CPA firm to prepare tax returns and payroll and to act as a business consultant in order to set achievable long-term goals.

Kiln Creek Bowling Corporation was established as Kiln Creek Bowling Center to provide York County and Hampton with high quality family entertainment and products.

Kiln Creek Bowling center has the potential to achieve excellent sales in the first year, based on the current market prices for the restaurant and bowling markets. It is possible to expect healthy revenue growth each year with good management.

The equity for each investor will be based on his or her investment. Topic 7.7, Ratios: A Comprehensive Guide to Ratios.

These are some ways to minimize the risk factors that could hinder Kiln Creek Lane’s future success:

    1. Secure sufficient capital for construction and to cover the costs of the initial operation. The entire investor capital will be kept in trust until the project is fully funded.
    1. Low overhead costs will increase the bottom line profit. Multi-skilled personnel will be employed, and a continual training program will ensure they deliver consistent, superior service, where customer satisfaction is paramount.
    1. Develop a client base. An excellent location has been determined by demographics, and an aggressive marketing program by a full-time employee will ensure desired results.
    1. To demonstrate how the business can improve quality of life, get involved in your community. To assist civic groups with their financial goals, community projects that use the bowling facility’s facilities will also be developed. Schools, churches, and all other groups are invited to visit the bowling facility.
  1. All payments can be made cash, check, and credit card.

1.1 Objectives

Kiln Creek Bowling Corporation is building a 43,000 square-foot facility in Kiln Creek, Newport News, Virginia. Services/products include 40 bowling lanes, full service family restaurant, snackbar, billiard parlor, dart parlors, video games room, apparel shop as well pro-shop and children’s nursery. The future will see the addition of a miniature golf course. The project will cost $4.5 Million. The commercial financing will be borrowed at 9.5% for 20 years. Kiln Creek Bowling Center anticipates opening late in September, with first year gross revenues showing a return on equity. The revenue growth rate is expected to be higher than inflation.

1.2 Mission

Kiln Creek Bowling Center aims to provide family entertainment in a relaxing, fun atmosphere for the residents of Hampton Roads’ north side. It will provide outstanding service, using the most advanced bowling equipment in an environment that is clean. This facility will cater to all ages. The restaurant will be known as “The Train Station”, and the decor will reflect the golden age in the railroad industry. Its family environment with casual dining will include multiple TVs. Each customer has the opportunity to select which TV station he or she wants to hear. To capture the romance of dining on a train and traveling, both railroad furniture and artifacts will be used in the design. It will have a loyal following due to its casual dining ambiance, the high-quality food, and outstanding service.

The restaurant will also feature a full-service bar, with live entertainment or Karaoke on selected nights.

1.3 Keys To Success

Kiln Creek Bowling Center has three keys to success.

    1. Location. To maximize the profit of modern day bowlers, the center will be strategically placed. The center will be built on Commonwealth Drive in York County near the Regal 14 Cinema. The center is located a half-mile from I-64 exit 265, in Kiln Creek Shopping Complex. It includes Super K Department Store and Kroger, Farm Fresh, a 14-screen Regal Cinema, a ice rink, six restaurants of national importance, two banks, 35 other businesses and a Wal-Mart/Sam&#8217’s Club. This location is perfect for a multipurpose bowling facility. According to York County Planning Division’s statistical analysis of the primary market (one to five-mile radius), the location is excellent. The National Bowling Council study outlines the demographics needed for a successful bowling centre.
    1. High Overhead Cost. Kiln Creek Lane’s management will reduce overhead costs. First, during construction of the center, Charles Collins Jr. will be project manager, saving approximately 15% of construction costs. His vast experience in running bowling centers, along with his education as an Industrial Engineer, help him to streamline operations and reduce unnecessary expenses. The employment of the best in the field for his staff will allow having many of the key employees doing more than one task. The center will have some of the most energy-efficient equipment in the area.
  1. Wide Range of Services. Kiln Creek Bowling Center will provide entertainment, not only through bowling, but also by having a full-service restaurant/night club, billiards and darts, arcade, snack bar, apparel/pro shop, and children’s nursery. This will allow customers to have more fun and make more money.

Businnes Plan

Yoga Center Business Plan


Yoga Center Business Plan


Hatha Yoga, an ancient discipline, explores, develops and integrates the mind, body, and spirit. Yoga helps to stretch and strengthen muscles throughout the body. This ancient system of self-care brings vitality, health, deep relaxation, and peace of mind.

The style of Hatha Yoga taught is the Anusara method. Anusara Yoga teaches a new type of yoga. It is spiritually inspired, heart-oriented, and grounded in a deep knowledge about the best alignment for each pose. Instructors encourage students learn to listen and respect their body.

After the completion of each posture, deep relaxation can be taught in every class. Garden Way Yoga Center (GWYC), a yoga center, aims to help students develop a sense of well-being, both spiritually and physically. This is a real health benefit.

Eight eight-week sessions are offered by the Garden Way Yoga Center each year. There are workshops in related subjects and Anusara-style Hatha Yoga classes. The Yoga Center offers professional, highly trained instructors, progressive teaching techniques, a supportive atmosphere and beautiful, natural light.

The Garden Way Yoga Center also offers a boutique where you can purchase yoga training aids and clothing for your workshop.

Jill Gordon, Ph.D., founder of The Garden Way Yoga Center, is one of Anusara Yoga’s leading teachers. She conducts workshops and teacher trainings nationally and internationally, and has previously established yoga training centers in Santa Barbara, CA; Denver, CO; and Charlottesville, VA. She co-founded and co-developed the Four Winds Yoga Center in Portland, OR, which offered instruction to nearly 1,000 students per week. She is a certified yoga teacher since 1985 and a meditation instructor since 1989. Jill is a certified Anusara instructor and one of the few Designated Teacher Trainers in the Anusara style of Hatha Yoga. She is registered with the national Yoga Alliance at the highest 500-hour level.

1.1 Objectives

The objectives of Garden Way Yoga Center are the following:

  • 300 customers acquired by the end in the first year.
  • The boutique can achieve sales exceeding $60,000
  • Increase customer base by 25% by the end of the second year of operation.
  • Increase sales by 15% by the end of the second year of operation.

1.2 Mission

Garden Way Yoga Center aims to offer Anusara classes to anyone, beginner or advanced. Our intention is to teach Anusara in the same way that we were taught. It is the responsibility of the teacher to act responsibly and keep the student’s interest at heart. The true teacher, no matter how much we learn or who we learn it from, is the one and only one.


Businnes Plan

Parenting Center Business Plan


Parenting Center Business Plan


A Mother’s Place is a new company targeted to open in downtown Santa Cruz. We provide high-quality customer service in a family-friendly setting to support the emotional, physical, and social well-being of mothers and their young children.

Emili Willet, a proud mother of her nine-month-old son is the principal. She wants to live out her passion to support and help other mothers. Emili has a Harvard Graduate School Master’s in Child Development, and 15 years progressive management experience working directly with children and families. Recently, she was the Chief of Operations for a Silicon Valley childcare company, as well as the Finance Account Manager of the largest corporate childcare facility in California for Cisco. The Cisco Center was a start-up to provide services for more than 500 children. It employed 125 teachers as well as administrators. Emili hopes to start a business that provides a service for families. It will have a fun atmosphere and innovative products. It will also offer high-quality customer service. Santa Cruz does not have this service. It is an opportunity for Emili to apply her financial management and child development skills and continue her passion for working alongside young families.

The Mother’s Place will offer a wide range of services including childbirth classes, parenting classes, and children’s play programs. It also offers &#8220Mommy & Me&#8221 classes, yoga pre-natal classes, and coordination for birthday parties. It will also feature a boutique selling high-end baby and toddler products. Employees will have the ability to provide these products and services. They are also skilled in parenting and child development. Santa Cruz County’s ONLY place that provides all these services in one location. It is easily accessible from the freeway and offers convenient parking.

Sales projections for the A Mother&#8217’s Place start at $513,000 in their first year, and rise to $863,000 by year three. Over the next three year, our net profit will rise.

1.1 Objectives

These are the objectives for A Mother’s place

  1. To demonstrate the benefits of quality juvenile products for new mothers and their families.
  2. To create a family-friendly area that offers pregnancy resources, parenting classes and playgroups as well as fitness programs.
  3. Revenue of $860,000 at the end of the third year.
  4. To increase sales by 20% per year through superior customer service and word-of-mouth referrals.
  5. Retail sales: 60% customer satisfaction by the end.

1.2 Goals

To achieve these goals, A Mother’s place has the following goals

  1. A solid, sustainable business is possible
    • The first year of operation will bring in total revenue of $510,000.
    • Second year of operation will bring in total revenue of $665,000.
    • The total revenue for the third year of operation is $860,000
  2. The company will provide products and services that have been rated as ‘#8220 top of the line by experts in the field of child development.
  3. A Mother’s Place will promote a strong customer base through its inviting and professional environment.
  4. Sales will increase by 20% from first year to second year, through superior customer service and effective marketing strategies.
  5. The return rate of participants in the classes and play programs will be 15% annually.

1.3 Keys to Success

The keys to success in our business are:

  • Superior Customer Care: Each employee will be familiar with our products as well as parenting.
  • Environment: Our goal is to create an enjoyable, professional, trusting, clean environment.
  • Nursing support: In order to provide breastfeeding support, we will offer a place for mothers to nurse their child or bottle feed them in a supportive setting.

  • Convenience Clients will have access to a range of services from one source.
  • Address: For customer convenience, we will offer a convenient location and parking.
  • Reputation From the beginning, our reputation will be high because of the principal’s expertise and credibility.

    • 1.4 Mission

    For community: A Mother’s Place will provide a family-friendly setting in which customers can access expertise, resources, emotional and social support via a wide array of services.

    For the employees: The company will allow the staff to enjoy the satisfaction of providing quality services to young children and families.

    The principal will have an economically viable venture if A Mother’s Place is used.

    Businnes Plan

    Psychological Health Center Business Plan


    Psychological Health Center Business Plan


    Amesbury Psychological Center is a multi-disciplinary behavioral health care facility that offers substance abuse and mental health services to the Merrimack Valley. Our goal is quality, affordable treatment. Our mission is to create, promote, and maintain a positive customer relationship with our clients, Anna Jaques Hospital (AJH), payors, associates and staff, and our community.

    The growth that the Center has seen over the past two-and-a-half years will show that the market for behavioral healthcare services is strong. Massachusetts recently passed a bill on mental health parity that will go into effect in the first month. The bill requires insurance companies to develop benefits for biologically based behavioral health disorders similar to those provided for health disorders. This will allow for continued growth. Currently, approximately four calls per day are made to the Outpatient Psychiatric Center by patients wishing to be referred to other providers.

    This is the key to success in this turnkey project:

    1. The ability to transfer existing hospital behavioral care contracts to the Center.
    2. It is important to credential clinicians quickly.
    3. Obtaining initial working capital.
    4. Working with clinicians at affordable rates
    5. Implementing a successful billing system and collection system.
    6. Listening to our customers and striving to fulfill their needs.
    7. How to obtain a medicaid supplier number

    The business plans provide a roadmap for sustained growth, revenue collection improvement, and maximizing our bottom line to earn a profit.

    1.1 Objectives


    Goal 1: To continually develop, strengthen and improve the services offered by The Center.

    1. Develop and maintain strategic alliances to improve the payor mix.
    2. Find and form strategic alliances to support three community-based addiction and human service agencies.
    3. Create and foster strategic alliances and network with eight community-based medical group practices.
    4. Two months prior to the start date, transfer and/or hire 80%.
    5. Two months prior to the start date, identify and implement a billing process.
    6. Increase the expected receptions rate by 40% from the previous year.
    7. Increase in all services provided by the Center by 80%, compared with the previous year.
    8. Organise working capital for the initial phase.


    Goal 2: To reinforce the Center’s commitment towards excellence.

    1. Enhance customer service by offering three in-service trainings related to client satisfaction with treatment, accessibility, and staff-client interactions.
    2. Continuously assess referral base satisfaction through the use of a referral base satisfaction survey.
    3. Continuously evaluate client satisfaction from three perspectives. Accessibility, environmental factors, treatment-related factors.

    1.2 Mission

    To improve the well-being and quality of life for Merrimack Valley residents by providing high-quality mental health and substance abuse/addiction treatment services to children, adolescents, adults and their families. We believe in quality mental health care which is delivered in collaboration with customers’ overall health strategies, and other medical services. We remain committed to the belief that we are here for our customers/clients.

    1.3 Keys to Success

    • Get working capital before you start a project.
    • Be profitable on a forward basis by the seventh month of the first fiscal year.
    • Be cash flow positive by the seventh month of operation.
    • A well-respected hospital in the community that is affiliated with.
    • Managed Care friendliness through collaboration, accessibility, clinical focus, and accessibility
    • Center services will be known by the community.
    • Ascertain a medicaid provider number and developing an interim plan to function during the application phase.
    • Center growth and customer satisfaction demonstrate the staff’s commitment to excellence.
    • Accessibility and responsiveness to the Center’s customers.

  • Being flexible, responsive, and willingly changing in order to keep up with the changes occurring in the behavioral health industry.