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Indoor Soccer Facility Sample Business Plan

Start up your indoor soccer facility with the help of this sample business plan.

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Indoor Soccer Facility Business Plan

Executive Summary

Dribbling Indoor Soccer is the only indoor soccer facility in the Wingback County area.  The population of Wingback County is 240,000 residents.  Dribbling Indoor Soccer has two professional-style, lighted fields, (73′ x 140′) featuring Field Turf®, for fast-action, fun soccer.  No matter what the weather conditions are, day or night, soccer players will find a safe, clean, and friendly atmosphere for soccer enjoyment.

Several divisions for youth, men, women, and coed provide all players–from beginners to highly skilled–the right environment for recreational yet competitive soccer.  League play is continuous year round.  All league participants are required to become members of Dribbling Indoor Soccer.  The annual fee is $40.  Team registration per session is $700.  Each session has 10 games with championship awards being given to the first place team.

In addition, skills clinics are available for beginning adults and those wishing to polish their skills.  The two fields can also be rented for practices, birthday parties, corporate events, preseason and post-season team parties, camps, clinics, school grad nights, fund raising tournaments, organized lacrosse and field hockey leagues and more.  A soccer store is on site to provide leading soccer brands to players, teams, leagues and schools.  The facility will also have a small cafe that will serve drinks, sandwiches, and pastry.

Dribbling Indoor Soccer projects that the center will have more than 1,000 members, 30 adult teams and 30 youth teams by the end of year one.

1.1 Objectives

The objectives for Dribbling Indoor Soccer are the following:

  1. Build facility membership to more than 800.
  2. Register 30 adult and 25 youth teams by the end of first year of operation.
  3. Develop facility potential to be rented for special events.

1.2 Mission

The mission of Dribbling Indoor Soccer is to provide Wingback County residents with a state-of-the-art soccer facility that will enable both youth and adults to enjoy the sport of soccer year round.

Company Summary

Les Klew has been a fixture of the county’s soccer community for the past twenty years.  Over the years he has coached hundreds of children.  Many of his first players now have children of their own.  Currently, he is the supervisor of soccer officials for Wingback County area.  His level of expertise in soccer has made him an important contributor to the development of the sport in Wingback County.  He has instant credibility with players and coaches.

Like Les, his wife Noh has been an important booster of soccer in Wingback County, especially women’s soccer.  Noh has coached numerous girls teams and has served as the chairperson of the Wingback County Soccer Association.

The opening of Dribbling Indoor Soccer is a natural next step for this couple that has been so important to the growth and love of soccer in the county.

Both will actively use their contacts to promote the facility to players and coaches.

2.1 Company Ownership

Dribbling Indoor Soccer is owned by Lester (Les) and Naomi (Noh) Klew.  The business will maintain a sole proprietorship status for at least the first two years of operation.  The business projects that the Ouisterfield facility will be so popular that a second indoor operation will be established in the nearby city of Midfield.  At that time the business will reorganize to become an S Corporation.

2.2 Start-up Summary

The start-up cost of Dribbling Indoor soccer is focused primarily on the field installation and the setup of the soccer store.  The Les and Noh Klew will invest in the business, and, addition, the Klews will obtain a long-term loan.

2.3 Company Locations and Facilities

Dribbling Indoor Soccer is located on West 18th Street in the city of Ouisterfield.  The 30,000 square foot facility is a former warehouse that will be converted into a playing facility.  The location is easily accessible to all city residents.  It is nearby Southtowne Park with is the largest and most popular city park.  This unique location is perfect.  In addition, the facility has ample off-street parking.

Products and Services

Dribbling Indoor Soccer is an indoor soccer facility that offers league play, soccer training and a soccer shop.  The facility is also available to be rented out for special events.

The following is the fee schedule:

  • Annual Facility Membership: $40
  • Team Registration per Session: $700
  • Facility Rental Fee: Member $55 – 65/hr, Non-Member $80/hr
  • Skill Clinic Fees: Range from $80 (per week) for children, to $400 for groups

They are led by soccer skill instructors with “A” Level Coaching Certification.  The skill clinics are geared toward the novice who wants to improve their soccer skills.

The facility also has a soccer shop that sells the very best in soccer gear, indoor and outdoor.  The shop has the best selection of turf shoes available in the city.

Market Analysis Summary

Soccer is a popular sport in Wingback County.  Currently there are 6,000 children participating in the youth soccer leagues, and 3,000 adults participating in the adult league.  The number of players are growing dramatically.  There are two factors that are impacting the popularity of soccer.

The first is the large number of children in the county under the age of 12.  There are approximately 30,000 children in the county under the age of 12.  The projection is that the percentage of children under the age of 12 will continue to grow for the next five years.  The most popular sport with this age group is soccer.

The second factor is the growing number of young people between the ages of 24 – 35 that are participating in team sports.  Participation in coed softball has increased by 20% each year for the past three years.  The demand for fields has led to the county building four new playing fields this year.  Adult outdoor soccer league has grown by 50% over the past two years.  Currently, there are 24 adult league teams participating in the outdoor city soccer league.

4.1 Market Segmentation

Dribbling Indoor soccer will focus on the following target customers:

  • Youths, ages 6-14 years of age.
  • Adults, ages 24-35 years of age.

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Sports, Outdoors & Fitness

Lawn And Garden Service Business Plan Sample

This sample will provide you with some of the elements that should be included in your lawn and garden service business plan.

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This sample will provide you with some of the elements that should be included in your lawn and garden service business plan. Use this example to compile your own.

1. Executive Summary

Fescue & Sons Yard Care is a residential lawn care service targeting rural middle-class homes with large yards which the owners cannot care for well on their own. Over the last three years, the prices for homes in the nearby urban area have skyrocketed.

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Many families in our targeted income bracket have chosen to buy larger parcels in the nearby countryside, rather than spending huge amounts on small lots in the city. However, many of them are unprepared for the level of care such large lawns require, and end up with small gardens near the house, and overgrown acreage further away.

Fescue & Sons Yard Care will start out as a partnership, owned jointly and equally by Red and Kikuyu Fescue. For the last five years, Red has worked as head landscaper at ABC Landscaping. He now has the design and lawn-care expertise, as well as the management experience, to begin his own business. Kikuyu is a graphic designer and master gardener.

Her skills will be extremely useful in creating the look of our marketing materials, from brochures to business cards to newspaper ads. She will continue to work in her current job while Red manages the day-to-day details of the company.

Over the first summer, Red will be the primary employee, with some part-time help from his son, Rye. Rye has worked with Red at ABC landscaping and will continue to help out at Fescue & Sons in the summers.

In the coming spring, we will hire an additional landscaper for seasonal work, and may hire another if demand warrants. In mid-summer of Year 2 we will purchase additional equipment, including a second trailer or used truck.

Related: Lawns and Garden Service Business Ideas

As a business with largely seasonal profits, we will use the high summer revenues to support the business through the winter’s leaner months. We will have a modest profit in the first year, but expect profits over $8,000 in the second fiscal year and over $10,000 in the third year.

1.1 Objectives

Our objectives for the first three years of operation are to:

  • Create a service-based company whose primary goal is to exceed customers’ expectations.
  • Obtain contracts for yard service in at least 30 different residential homes.
  • Increase our number of clients served by 3% per year.
  • Develop a sustainable home business, being maintained by its own cash flow.

1.2 Mission

The mission of Fescue & Sons Yard Care is to provide top-quality residential and commercial yard care service. We will strive to attract and maintain customers by providing services in the most timely manner to provide 100% customer satisfaction. Our services will exceed the expectations of our customers.

1.3 Keys to Success

  • Experienced landscaper with excellent customer-service skills
  • Commitment to high quality and professionalism in every task and encounter
  • Small size, allowing direct management oversight of every project and employee

2. Company Summary

lawn-and-garden-service-company-summary

Fescue & Sons Yard Care will offer residential and commercial lawn care service, including lawn cutting, trimming, edging, and removal of the clippings.

Most of our customers will use our services once every week or every two weeks, depending on the amount of rain we get.

In this area, lawn care needs vary greatly depending on the weather, and while this year is likely to be dry, future years will probably see a return to normal rain levels, meaning faster-growing grass and weeds and more frequent lawn care.

2.1 Company Ownership

Fescue & Sons Yard Care will start out as a partnership, owned jointly and equally by Red and Kikuyu Fescue.

Related: SWOT Analysis Samples

As the business grows, the owners will consider re-registering as a limited liability company or as a corporation, whichever will better suit the future business needs.

2.2 Start-up Summary

Fescue & Sons Yard Care’s start-up costs include:

  • Home office equipment: file cabinet, computer system (including printer, scanner, and fax software)

Long-term assets:

  • Vehicle: The owners are contributing a 1998 Toyota pickup to the business

Short-term assets

  • Two commercial mowers
  • Trimmer: used to reach grass around trees and other hard to reach areas
  • Edger: cuts grass that grows over the border of the lawn and driveway
  • Blowers: blasts stray clippings that litter the sidewalk and driveway
  • Hedge trimming equipment
  • Two rakes
  • Two shovels
  • Two pruners
  • Two loppers
  • Safety equipment, including steel toed shoes, goggles, gloves
  • Standard tool box with tools for simple repairs.

3. Services

lawn-and-garden-service

Fescue & Sons Yard Care will provide residential lawn care service which includes lawn cutting, edging and trimming. Optional services will be available upon customers’ requests.

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The service is typically offered once a week in season, but we can create a custom schedule for clients if they have beginning of the season projects, or if the weather changes their lawn care needs.


4. Market Analysis Summary

garden-market-analysis-summary

Fescue & Sons Yard Care will target rural middle-class families with larger lawns or parcels of property. This population is the most likely to use a lawn care service such as ours, since they often have more acreage than they can easily care for.

Red will be canvassing neighbourhoods and posting flyers to develop a clientele. We will also place advertisements in the local rural newspaper to develop visibility for Fescue & Sons Yard Care.

In the second year, Red will expand service beyond the small rural town to the urban area located 15 miles east.

4.1 Market Segmentation

Fescue & Sons Yard Care will be targeting families with annual income over $50,000. The median income of $50,000 and above is targeted because they tend to have more disposable income for the care of their lawn, whereas lower income families will tend to provide their own lawn care.

Related: Free Sample Marketing Plan Template

Over the last three years, the prices for homes in the nearby urban place advertisements have skyrocketed. Many families in our targeted income bracket have chosen to buy larger parcels in the nearby countryside, rather than spending huge amounts on small lots in the city. However, many of them are unprepared for the level of care such large lawns require, and end up with small gardens near the house, and overgrown acreage further away.

By targeting customers with large lawns and parcels of property, we will fill the niche created by urban flight, as well as keep our margins higher than we could with small lawns. Transportation time and costs for all the equipment make it more profitable to do a few large lawns than many smaller ones.

By doing a superb job on these rural lawns in the first year, we hope to build a positive reputation which will carry over with recommendations to co-workers and friends in our customers’ former urban neighbourhoods. Since we want to maximise lawn size cared for in both settings, our eventual outreach to urban dwellings will focus on high-end houses and lawns on large, often older, lots.

4.2 Target Market Segment Strategy

Initially, we will canvass nearby homes in our rural town. Red will be basing the business out of our home, very close to the target market. Red will start by speaking with his own neighbours.

Although some people are put off by solicitors, Red is their neighbour, so they will be more comfortable with him and he will be able to make his sales pitch. We will also put some small signs on our own lawn advertising our service.

Once Red has built up a steady list of customers he will begin to run advertisements in the local paper to gain access in different neighbourhoods. In the second year, we will continue running ads and begin outreach to the more affluent city customers with large lawns.

4.3 Service Business Analysis

Fescue & Sons Yard Care will be working in the lawn care industry. The industry includes both residential areas (individual homes) and commercial areas (apartment complexes, business parks, schools, etc.).

The commercial side is generally serviced by larger landscaping services. The residential side is serviced by both landscaping companies and basic lawn care service companies.

The lawn care business is made up of many small companies. This occurs because of the high labor intensity and low start-up costs of the industry. The industry is vulnerable to recession, as lawn care is a luxury.

Lastly, the lawn care industry is seasonal, with the high season being spring through fall. There is usually little activity in the winter, but some can be achieved by acquiring a clientele that will utilise monthly maintenance through the winter months.

4.3.1 Competition and Buying Patterns

The lawn care business can be divided into two types, residential and commercial. As a start up or one person business, it is much easier to enter into the residential market compared with the commercial market. The commercial market is dominated by larger, established companies.

Related: The Ultimate Marketing Tool Library for Entrepreneurs

Within the residential market, there are two competitors: full-scale landscaping companies and basic lawn care services. The full-scale landscaping companies will generally be handling jobs outside of Fescue & Sons’ range. They are servicing even larger homes that require other landscaping activities that need more equipment and multiple employees.

The margins are therefore larger for the full-scale companies because they can charge more for the higher-skilled work. The other competitor is the basic lawn care services, not unlike Fescue & Sons Yard Care. In the residential market, the current competition is underwhelming and often lacks basic quality and professionalism.

The trend with the residential customers is that they are making their purchasing decisions based on referrals and perceived professionalism and quality of service.

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Sports, Outdoors & Fitness

Sports Memorabilia Business Plan

Turn your passion for sports into a successful venture but first you will need a business plan such as this one.

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Sports Memorabilia Business Plan

Executive Summary

Jerseys R Us (Jerseys) is a Massachusetts-based collectible sports jersey store. Jerseys focuses on offering famous player baseball, football and cycling jerseys. Jerseys is an existing business that is being purchased by Phil Garment. Jerseys will reach profitability by the end of year one and will modestly generate profits for future years.

The sports collectible market is huge, particularly for sport jerseys. The ages of collectors ranges from young kids to grown adults. With the growing popularity of eBay, sport collectible trading has become even more popular with a much more open market. Jerseys has segmented the market into two niches, children and adults. In general the children are most interested in the baseball and football jerseys with the adults showing primary interest in all three.

Jerseys R Us has recognized three keys to success that will be instrumental. The first is having a comprehensive inventory. This will serve as an attraction to get many people browsing the store for what is for sale. The second key is to listen to customers. Having an active feedback loop will be essential for Jerseys to exceed customer expectations. The last key to success will be to implement and adhere to strict financial controls.

Jerseys’ competitive edge of inventory will be leveraged to quickly grow sales. The inventory is an advantage for two reasons. First, it is very comprehensive, much more so than its competitors. Second, having a constant turnover of inventory will also be effective in increasing the times that an individual customer will come back to Jerseys to check up on any new products.

Jerseys R Us is owned and led by Phil Garment. Phil is a lifelong sports fanatic. He is passionate about sports which is clear just from speaking with him. After receiving his undergrad degree, Phil went to work for a leading sports marketing firm where he developed an incredible web of networking contacts. These contacts are instrumental in getting access to rare, hard to find jerseys. Phil also received great project management skills from the experience. To bolster this work experience, Phil studied for an MBA, providing him with the requisite skills for running a business.

1.1 Mission

It is Jerseys R Us’ mission to be the premier jersey collectible store. This will be accomplished by offering a wide selection of fair-priced jerseys and ensuring complete customer satisfaction.

1.2 Keys to Success

  • Having a comprehensive, worthwhile inventory.
  • Listening to customer feedback.
  • Follow strict financial controls.

1.3 Objectives

  • To be the premier sports jersey collectible store in the Mappleton area.
  • Have constant turnover of inventory encouraging customers to come in often.
  • Be known for excellent customer service.

Company Summary

Jerseys is an existing business that is being purchased by Phil Garment. The business will be a sole proprietorship. The business is being sold because the previous owner is ready to retire. For a lump sum, the lease will be transferred and Phil will receive the current inventory as well as the good will of the business. The name will remain the same and the inventory will also be similar, however, in addition to baseball and football jerseys, Phil will stock cycling jerseys as well.

2.1 Company History

The business began as Jerseys R Us back in 1980 by Chuck Jack. Chuck is ready to retire and was looking to get a bit of cash from his business, recognizing that a large portion of his retirement account will be supplied by his wife’s pension.

2.2 Company Ownership

Phil Garment is the sole proprietor.

Products

Jerseys R Us sells famous players’ collectible sport jerseys, typically from baseball, football, and cycling. There is a huge market for famous player jerseys, especially in Massachusetts which has rabid sport fans. The products will be procured through two sources, the first is personal networking, the second is eBay. While some customers might actually wear these previously worn jerseys, most are purchasing them as a collectible that they will put on display.

Market Analysis Summary

The sports collectible market is huge, particularly for sport jerseys. The ages of collectors ranges from young kids to grown adults. With the growing popularity of eBay, sport collectible trading has become even more popular with a much more open market. Jerseys has segmented the market into two niches, children and adults. In general the children are most interested in the baseball and football jerseys with the adults showing primary interest in the cycling jerseys.

Jerseys will employ different strategies to market itself to the two different market segments. While Jerseys will use an active marketing strategy, they will also rely on walk-by traffic as an excellent source of walk-in customers.

4.1 Market Segmentation

Jerseys will be targeting two distinct types of customers. Each one has its own distinct demographics.

  1. Children: these are kids typically ages seven to 15. They often participate in sports but are also caught up in viewing/following of professional sports and enjoy collecting memorabilia. While this group does not have significant amounts of discretionary income, a function of their age, they typically do get an allowance and save their money for purchases relating to sports.
  2. Adults: this market segment is typically very active in sports, they either play sports or follow it religiously. To them, nothing would be better than to stay in front of a TV for the entire Saturday or Sunday watching all the different games that day. Sixty-five percent of the adults that collect memorabilia began as a child and have continued into adulthood. The average income of this group $45,000. Fifty-five percent have at least some college education. This group enjoys to watch sports, while most of the observations occur with the TV, this group views live sports at least 10 times a year.

4.2 Target Market Segment Strategy

Jerseys recognizes the need to try to communicate to both segments of the market and that a campaign must be developed separately for each group. Of the advertising that Jerseys will be undertaking, some will be utilizing magazines with primary child readership demographics for the child market, and adult publications for the adult segment. To attract additional child attention, Jerseys will also sponsor a few little leagues to ensure a presence among the children. The walk-in traffic of the store will be primarily adults as the store is located in a busy commercial retail area of the city and while some children do walk through the city browsing, the walk-in traffic will be primarily adult.

4.3 Industry Analysis

The sport collectibles market is made up primarily of mom and pop stores. There are very few larger stores or chains. This is the case to a large degree due to the fact that the products are used, one of a kind items. They are often hard to come by, thereby limiting the ability of a larger store to buy larger quantities, leveraging scales of economy.

The popularity of eBay has significantly increased the quantity of trades in the U.S., opening up the market for a much larger audience. While the market has opened up significantly, prices have seemed to rise. It can be speculated that the prices have risen due to the phenomenon of a bidding frenzy where people get all worked up about winning the auction and bid irrationally, relying on emotion to guide them through the auction. Because Jerseys has inside market knowledge, it is able to avoid the auctions that are unreasonably high and concentrate on the auctions that have gone unnoticed and are soliciting low bids. The high bid phenomenon of eBay therefore supplies a steady stream of customers to Jerseys because the customers are looking for reasonable prices, as well as the ability to touch ad feel before they purchase.

4.3.1 Competition and Buying Patterns

Jerseys R Us faces two sources of competition:

  1. Local sports collectible retail stores. There are two other retail stores in the city, however they tend to concentrate more on equipment than clothing.
  2. eBay. This is a good source for the same products that Jerseys’ sells, however, prices are not always reasonable.

The buying habits of customers depends to a large degree on age and amount of knowledge they have regarding the market. The younger the customer, the more likely they will want to touch and feel what they are buying. The older the customer, the more they are willing to rely on a description of the item for their purchase as opposed to needing to see it in person. Additionally, the more information they have about the market, the more confident they are about bidding or buying something somewhat unknown since they can speculate its worth.

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Sports, Outdoors & Fitness

Miniature Golf Course Sample Business Plan

Use this sample business plan to start up a miniature golf course in your area.

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Miniature Golf Course Business Plan

Executive Summary

The Business
Sammy’s is a Family Entertainment Center with a world class, natural looking miniature golf course acting as the initial anchor for other attractions to be added later. Family Entertainment is a highly profitable industry that has been growing rapidly over the past several years. This is due largely to a trend within the country to return to family values. The initial profit centers will be the miniature golf course, video arcade, climbing wall, and food service.

Marketing
There are 150,000 people living within a 15-mile radius of the Firefly County site. One of the interesting facts about the miniature golf business is the breadth of the customer base. While families with children may act as an anchor, seniors, teens, and corporate customers add significant income. A variety of fun promotions keep the business profitable during the entire season. While our marketing plan is devised from other successful plans in the industry, there will be some additions as we start the business. Mulligan-Bogey Leisure Builders, our construction experts, include a marketing plan with golf course completion. This plan includes input from over 200 course owners and shows the most successful marketing programs being implemented across the country.

Management
John and Michelle Putteer have successful experience in small business ownership, personnel management, and financial management. The miniature golf course operates with only one person during the day and two or three people during peak hours. The low personnel requirement makes management easy and keeps employee costs at a minimum.

Financial
The low inventory and low operational cost of a miniature golf course allow owners to reap profits early. With first year sales projections conservatively planned this business should be profitable from year one.

Investment Objectives
Sammy’s will become operational with an initial investment from owners John and Michelle Putteer and a long-term loan. One local commercial lender has indicated an interest in the conceptual business. John has also been approached by local investors who are interested in the opportunity to invest in the project.

1.1 Keys to Success

A highly visible, well-trafficked site near the center of our service area.

Friendly, happy employees providing superior customer service.

A safe, clean environment that the community will be proud of.

Have fun while delivering a quality product.

1.2 Objectives

The main objective of Sammy’s is to use a “World Class” miniature golf course to provide a safe, relaxing setting for family and friends to enjoy quality time together, while participating in fun and exciting outdoor activities.

Objectives include:

  • Open for business on April 15.
  • Be profitable in the first year of operation.
  • First year sales above par.
  • Add a Go-Kart track to the facility after three years of operation.

1.3 Mission

The Mission of Sammy’s is to provide THE fun, affordable, family entertainment center for community members living in and around Firefly County.

Company Summary

Sammy’s is a Family Entertainment Center with a world class, natural looking miniature golf course acting as the initial anchor for other attractions to be added later. Sammy’s hallmark will be a large, natural looking waterfall and water features. Family Entertainment is a highly profitable industry that has been growing rapidly over the past decade. This is due largely to a trend within the country to return to family values. The initial profit centers will be:

  • miniature golf course
  • video arcade
  • climbing wall
  • food service

Miniature golf is NOT golf in miniature. However, miniature golf does have a lot in common with regulation golf. To be interesting, miniature golf holes must have the contour changes found on a regulation green, which cause the ball to break and turn as it rolls toward the cup. Undulations and banking give the game an element of challenge and fun.

The anchor of Sammy’s is a “new concept” miniature golf course. The industry also refers to these as “sports courses.” Unlike miniature golf courses of old, windmills and standing bears are not found on today’s courses. Miniature golf courses, however, do need unique elements to hold the players’ interest. Greens that bring water, sand traps and rough turf into play add this uniqueness to miniature golf, while still maintaining an interesting and challenging game. Modern miniature golf courses are designed with attractive landscaping, water features, and elevation changes. A waterfall is the focal point of the Sammy’s course design. The water is a defining characteristic, in both its sight and sound.

The golf course is being designed and built by the most respected miniature golf course company in the United States, Mulligan-Bogey Leisure Builders, Inc. Four other builders were considered, but did not meet the professional standards of Mulligan-Bogey Leisure Builders. Mulligan-Bogey has built more than 400 profitable courses during their 40 years in business. They have demonstrated knowledge of what is required to make a successful facility. The course will be challenging, but not overly so. This will bring customers back to attempt to better their previous score.

2.1 Start-up Summary

Total start-up cost include construction, equipment, initial expenses, and working capital. Start-up assets required include short-term assets (office furniture and kitchen equipment), and we need initial cash to handle the first month of operations.

2.2 Company Ownership

Sammy’s will be created as a privately owned Subchapter C Corporation, registered in Firefly County. Stock will be equally held by the principal investors John and Michelle Putteer. As of this writing, the corporation has not been chartered. Other options of legal formation are still being investigated.

Products and Services

Miniature Golf
The primary attraction is the world class 18-hole miniature golf course, where participants have fun for only $5 per round. The challenge in miniature golf is to make the course interesting to play. Interesting shots bring repeat business. Undulations, banking, the size of the greens, the position of the cups, the intermixing of easier holes with more difficult holes to prevent back-up on the course, and hundreds of other little refinements, which come only from experience, are the difference between success and failure.

On a well-designed course, a player is rewarded for a good putt without being overly penalized for a poor putt. If you hit the putt correctly it will go in the cup. If you hit it poorly it may take two or three putts to get it in the cup, but you are not “out of play” or holding up the group behind you.

Players take about one hour to complete a round of golf. The course can easily accommodate up to 100 players per hour during peak times.  These numbers are common on weekend evenings during the summer season.

Rock Climbing Wall
The 24-foot portable rock-climbing wall offers an element of adventure for those interested in extreme sports. The wall is located on site most of the time, but has the ability to be set up at fairs/festivals, school parking lots, or company picnics.

The climbing wall is mounted on a double axle trailer. The wall is raised and lowered by the trailer hydraulics in a few minutes. Complete set-up takes only ten minutes. There are three climbing stations on the wall with state of the art auto belay systems (automatically lets you down slowly); this allows everyone a chance to climb without fear of injury.

Video Arcade

The video arcade has a mix of popular games for children of all ages. The games vary in type and skill level. Some are physically oriented; others focus on hand eye coordination. The most profitable games issue tickets that may be redeemed for prizes. The arcade will be operated on a 50-50 split with a regional arcade company. In a national survey of FEC operators, respondents reported coin-operated games, both redemption/skill and video, were the second top attraction and revenue source, behind birthday parties. While FEC operators may have different attractions, all of them have video and/or redemption games.

Food Service

A small snack bar will serve fountain drinks, hot dogs, chips, and frozen custard (ice cream). The food area will also provide space for birthdays and other private parties. A renter may use our food fare or use our outside caterer.

Customers will walk through the food service area to and from the miniature golf course. As the customers walk off the 18th hole they find hot dogs, chips, and fountain drinks awaiting them. Frozen custard is a summer favorite too. Besides lending the feel of a full outing experience, the food service is a profitable portion of the business.

Vending

In addition to the arcade business there are two other profit centers using vending machines. On the course, a bottled water vending machine is located between the 9th and 10th hole.The final fun profit center comes from three fish food vending machines located at the Koi ponds, which are a central part of the golf experience. Other course operators are redeeming $13,000 per year from their fish food vending machines.

On a national level, the top revenue generators at FEC’s are motion simulators (arcade), birthday and other parties, miniature golf, food and beverage, and go-karts.

3.1 Future Growth

As initially introduced, Sammy’s is a Family Entertainment Center, not simply a miniature golf course. Other products and services being considered in our growth plan are:

  • Go-Karts
  • Second 18 holes of miniature golf
  • Batting cages
  • Trampoline Thing
  • Logo sportswear sales
  • Remote control 4WD vehicles
  • Lagoon for bumper boats and/or remote control boats.

Market Analysis Summary

There are over 150,000 people living within a 15-mile radius of the Firefly County site. One of the interesting facts about the miniature golf business is the breadth of the customer base. While families with children may act as an anchor, seniors, teens, and corporate customers add significant income. A variety of fun promotions keeps the business profitable during the entire season. While our marketing plan is devised from other successful plans in the industry, there will be some additions as we start the business. Mulligan-Bogey Leisure Builders includes a marketing plan with course completion. This plan includes input from over 200 course owners and shows the most successful marketing programs being implemented across the country.

Customers will appreciate Sammy’s because of the high value to cost ratio our services provide. There is nowhere else in our area where a customer can enjoy an hour, or more, of entertainment for only $5. When the customer considers the high quality of the facility, the friendly staff and the variety of entertainment available, Sammy’s will be the first choice for individual, family, or group entertainment.

4.1 Market Segmentation

Our market segmentation scheme is fairly straightforward. The Miniature Golf Club of America and the Association of Fun and Relaxation both have excellent market research and have highlighted the following target audiences:

  • Individuals: There are over 150,000 people living within 15 miles of our location in Firefly County. The typical customer ranges in age from six to fifty-four, with family income over $20,900.[1] This large swath of society provides a broad customer base in Firefly County.
  • Families with young children enjoy the outings. Miniature golf is one of the few activities teenagers find acceptable to do with parents. This is demonstrated in research, which shows that children 5 to 18 years old, with at least one adult, represent the largest single audience at 36.9%.[2]
  • Teens and young adults, age 15 to 24, will make outings a date or group event. We note here that teens fit into two separate market segments. They may enjoy an outing as part of a family unit or independently as part of a peer group.
  • Adults, age 25 to 54, find the recreation enjoyable, with or without children or grandchildren.Seniors, age 55 to 74, find the gentle form of recreation refreshing, whether alone or with grandchildren.
  • Private groups using FECs range from children’s birthday parties to family get togethers.
  • Organizations using the centers may be church groups, civic organizations, office get togethers, customer appreciation events, or corporate parties.

While the prime time for individual customers is evening and weekend, the wide group customer base allows Sammy’s to schedule daytime and weekday hours for maximum facility utilization.

Understanding and satisfying the customers’ needs are the key elements to a successful operation. The business goal is three-fold:

  1. Get the customer in the door
  2. Keep them entertained
  3. Get them to come back![3]

___________________________________________________________

[1] Telephone conversation, Sam Tix, President of the “Miniature Golf Club of America”

[2] Association of Fun and Relaxation  2002 annual report

[3] Association of Fun and Relaxation  2002 annual report

4.2 Target Market Segment Strategy

The Family Entertainment Industry has been enjoying significant growth in the last decade. Along with this growth has come research to assist the industry in further development. The markets listed below are proven segments, across the nation, for FECs to target in their marketing efforts.

A. Individuals
Families with young children enjoy outings. As the children mature, miniature golf is one of the few activities teenagers find acceptable to do with parents.[1] This is demonstrated in research, which shows that children 5 to 18 years old, with at least one adult, represent the largest market segment (36.9%) attending FECs.[2]

Teens and young adults will make the outing a date. FECs have proven popular with college age students. The proximity of Southeast State University and Firefly Community College make this segment particularly attractive. While many state college students travel home for the summer, the community college students live, or stay in the area. Adults and seniors find the gentle form of recreation enjoyable, with or without children or grandchildren.

B. Groups
Private groups using FECs include:

  • Birthday parties
  • Family get togethers

Organizations using FECs include:

  • Church groups
  • Civic organizations
  • Office get togethers
  • Customer appreciation events
  • Corporate parties
  • Group fundraisers

Group events are particularly desirable because:

  • A large group of customers can be scheduled for off-peak hours
  • Parties breed other parties as guests decide they want to book a similar event
  • These are low cost, high profit events, that require little or no additional staffing

___________________________________________________________

[1] Telephone conversation, Sam Tix, President of the “Miniature Golf Club of America”

[2] Association of Fun and Relaxation 2002 annual report

4.3 Service Business Analysis

Family Entertainment, or Fun Centers (FEC) are defined by the Association of Fun and Relaxation (AFAR) as, “unique community-based recreation/entertainment destinations with family appeal and a reliance on repeat customers for their success.” A facility is considered an FEC if it contains three or more of the following elements as major attractions: miniature golf, batting cages, bumper boats/cars, go karts, rides, coin operated games, and soft modular play areas. After nearly a decade of  exponential growth, Family Entertainment Centers are still a growing segment of the amusement industry.

In a survey conducted for the 2002 AFAR Annual Report, 89% of respondents reported increased business revenues as the new century began. In the same survey, respondents indicated 73% of customers spent over $10 per person.

Family Entertainment Centers are successful in communities with populations as small as 40,000. Profitable FECs also exist in smaller communities with adequate trade areas.

4.3.1 Competition and Buying Patterns

Direct competition for identical facilities is not found in our service area. While there are competitive miniature golf courses in Wedgeville, Mashie Woods, Cleek, and St. Andrews, they are all well outside Sammy’s service area.

There are direct competitors in the immediate area for some components of Sammy’s.

There is a video arcade in the Mall. This established facility is frequently busy with children whose parents are shopping in the mall. Other customers are junior and senior high school children who are there with friends, just “hanging out”. This competing arcade has the disadvantage of being a one-dimensional facility. They cannot offer birthday parties, miniature golf, or anything but arcade games.

There is a miniature golf course on Hwy 20 just outside Niblick City. This facility is not conducive to children because the main attraction is a Par 3 golf course with a bar in the clubhouse. The course does not offer birthday parties or other complimentary attractions.

The fact that there are not serious direct competitors in Firefly County does not mean Sammy’s will not compete with other established recreation and amusement activities for the consumer’s business. Sammy’s will target marketing efforts at indirect competition, such as:

  • Movie theaters
  • Bowling alleys
  • Roller skating rinks
  • Cape Speedway racetrack
  • University sporting events
  • Par 3 golf course
  • Video arcade

Sammy’s also recognizes the indirect competition from local restaurants.

Sammy’s realizes that there is competition for the customer’s dollar. As the local economy worsens with the recent closure of more mills in the local area, lower income families will watch their spending carefully. Although this is an area of concern, it is also an area where Sammy’s low cost will be appealing to the consumer.

While many industries experienced downturns during 2001, 66% of FEC owners experienced steady, or growing, revenues. It is important to note that 24% of respondents to the national survey were not open for a full year before the survey. Only 11% reported declining revenues. To further support the validity of the FEC industry in economic downturns, it is noted that 73% of customers spent over $10 per person in 2001. This is a big jump over previous years where only 43% of customers had this level of spending. During good times FECs do well. During hard economic times families redirect scarce recreational resources to these low cost type of activities and FECs do even better.

History has proven there are two types of businesses that thrive in depressed economic times. These two categories of businesses are alcohol and family entertainment. As far back as the depression of the early 30s, the family entertainment industry has performed well in prosperous times and in economic downturns.

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