bowling city business plan with financials

CONFIDENTIAL

BOWLING CITYTHE HOUSE OF ENTERTAINMENT OFFERING UNBEATABLE PACKAGES FOR FAMILIES, GROUPS AND INDIVIDUALS AT THE LOWEST PRICES.

Business PlanPrepared December 2012

Contact InformationAbrar Hussain Pioneer Vision Group.

[email protected] Al- Ain, United Arab Emirates

www.bowling-city.com +971 55 4519181

BOWLING CITY i

CONFIDENTIAL - DO NOT DISSEMINATE. This business plan contains confidential, trade-secret information and is shared only with the understanding that you will not share its contents or ideas with third parties without the express written consent of the plan author.

Table of Contents

Executive Summary ................................................................................1Overview .......................................................................................................................................1

Mission ........................................................................................................................................1

Objectives.....................................................................................................................................2

Keys to success ............................................................................................................................2

Financial Highlights........................................................................................................................2

Company ................................................................................................7Company Overview.........................................................................................................................7

Company History ...........................................................................................................................7

Management Team........................................................................................................................8

Products and Services ............................................................................9Current Products and Services........................................................................................................9

Competitors ................................................................................................................................11

Future Products / Promotion Packages..........................................................................................12

Target Market ......................................................................................17Market Overview ..........................................................................................................................17

Market Needs .............................................................................................................................17

Strategy and Implementation ................................................................19SWOT Analysis ............................................................................................................................19

Marketing Strategy.......................................................................................................................21

Branding .....................................................................................................................................23

Sales Plan / Activities..................................................................................................................24

Financial Plan ......................................................................................25Sales Forecast ............................................................................................................................25

Budget........................................................................................................................................26

Profit and Loss Statement............................................................................................................28

Personnel Plan ............................................................................................................................30

Appendix..............................................................................................32Sales Forecast ............................................................................................................................32

Personnel Plan ............................................................................................................................37

BOWLING CITY ii


Budget........................................................................................................................................39

Profit and Loss Statement............................................................................................................41

BOWLING CITY Page 1 of 43


Executive Summary

Overview

Bowling, billiard, computer / network games, play stations and karaoke are all part of entertainment,

and a center with all these tools is definitely a big part of entertainment industry in any city or place.

With a customer base that has diminished over the past few years in the region. Today's senior

citizens were once yesterday's avid bowlers. The lack of innovation and caused the bowling to lose

popularity, but not completely in the region.

There are bowling centers in the region who are doing good. the question is what is it that they are

doing and we are not....? The question is what is different in their centers from ours.........? The

question is why being the biggest in the market is still pushing us down the drain.........? These are the

questions to analyse our current business situation. and then come the the questions of the next

phase...!

how can we get back to the upward stream.........? What do we have to do in order to not just be the

biggest in number of centers but in terms of making money as well.......? The question is how do start

making the same profit from centers which gave birth to a number of other centers...........?

Through a limited and necessary research that i have done, I will plan and implement the right

procedures, tactics and tools to create a truly unique atmosphere, attracting after-school kids looking

for entertainment and a snack, families with young children seeking inexpensive entertainment,

seniors looking for fun activities, and local bowlers seeking league competition in their own

neighborhoods. We will offer family and group rates and theme nights with live music.

This business plan covers the initial analysis of the business, its current situation, our mission / goal

and the ways to achieve it.

Mission

• The mission of Bowling City is to provide the highest form of entertainment initially in all its

centers and then in whole of U.A.E.

• It is to be the most recognizable name in the entertainment businesses.



• It is to offer the best environment with keen customer care at the most attractive &

competitive prices.

• Capture all age groups, families, corporate sector, schools, universities, league players and

walk in customers.

• It is to attain the highest number of members in the least possible time through proper

publicity.

Objectives

• To reduce the effect of fixed costs by generating extra revenue from available fixed cost

assets. For instance sub letting the space not in use, utilizing the screens for advertisements

to take sponsor money etc.

• To try and reach break even by the next 6 months.

• To achieve net income of 10% by the end of the first year.

• To have complete functional and maintained centers as per the quality standards.

• To close non profit centers to utilize the funds to a geographically business friendly locations

for new centers etc.

Keys to success

• Excellence in entertainment.

• Best quality customer services.

• Best rate for all types and numbers of customers, packages for kids, singles, couples, groups,

families and corporates etc.

• Retaining customers through membership plans.

• Aggressive Marketing campaign.

• Event management etc.

Financial Highlights

This section highlights the current financial situation of the business. Be reminder, that the report

could have a margin of roughly around 5 % to be safe, because for two specific branches we took the

averages rather then the exact figures which are not being calculated separately....!



Based on the financial reports of each branch, This report is the real picture of the business's

progress for the year 2012 (i.e. from Jan - Nov 2012). The report is based upon the bowling, billiard,

Karaoke, Network / play station games, food & beverage revenues, costs, and

general expenses respectively. The food & beverage revenues and costs are not included for AUS and

Al dar in this report.

The report also highlights the Gross and Net profit generated by the business in the said time. This

report is distributed into 7 centers that i have bowling lanes in, with their figures for 11 months and

then the overall figures. Following is the center wise break down of the report and the grand totals:



Apart from the financial figures, this section sheds light on the existing and required head count too.

The report also presents the expected maintenance cost along with the budget required for the spare

parts (Only for bowling).

As per the reports sent by Mahmoud which can be in accurate as well....! At this very moment the

required budget to fix all the bowling lanes is around AED 30,000.

This pretty much sums up the highlights of the current business situation.....!



CompanyCompany Overview

Bowling City is the first name in indoor entertainment, established 20 years ago in the United Arab

Emirates. Its presence spreads from the country's capital Abu Dhabi to Dubai, Sharjah and Al Ain.

Bowling City has the maximum number of branches compered to any competitors in the same

business. So, we feel proud to say that we are the largest provider of bowling lanes and billiard tables

in this diverse market.

Bowling City has something to offer to all age groups & sectors. We have several packages to cater

needs of Families, Corporate Sectors, Schools, Kids, Friendly groups, League players and every day

visitors. In bowling city, Other then the bowling and billiards, we have karaoke cabins for amateur

stars, internet and network games for gaming enthusiasts, touch-screen games, and other electronic

fun.

Company History

Bowling City was formed 20 years ago with a single branch in Mariah Mall Abu Dhabi under the UAE

Economic Development Laws. Over the period of 20 years the business grew from one single branch to

around 7 differnt branches now.

Bowling city was the first company to introduce bowling in this region. Being the first one to bring an

entertainment activity from the outside world, it caught not only the eye of the locals but also of the

people who were aware of such entertainment activities and were waiting for such a center to open.

Mariah out of all our centers has produced the highest amount of revenue and profit and is considered

to be the mother of these entertainment centers. with its achievements the company opened many

branches and closed a few as well. Not just the bowling centers but the company also contributed in

opening up new businesses.

expanding businesses meant more people and more required a proper structure to be managed

effectively, which unfortunately was not existing. That lack has cost the owners in many ways, one of

them being the same mother branch to go in loss. Better late then never, The chairman has finally

taken the initiative to organize and make a firm structure to achieve the best out of all his businesses.

This initiative can bring all businesses back in life, only if it is strictly followed with no exceptions.



Management Team

The dynamic management team members responsible for the design, building, development of

company policy, and hands-on-management of the daily operations are Mr. Nasser Al Sharifi (The

chairman), Mr. Mohammad Sharifi (Head of Administration), Mr. Dayab (Head of Finance) and Dr.

Ibrahim Bash (The group CEO).

In addition, a team-oriented and customer-focused staff of around 70 people will support the

management team to run the business in a strategic fashion, and making sure of the policies and

procedures being followed to improve the business performance.

Bowling City will retain the services of both Internal & external auditors to perform professional

company audits, prepare taxes and payroll, and serve as a business consultant to assist in setting

achievable long-range strategic goals.



Products and ServicesCurrent Products and Services



Competitors

_________________________________________________________________________________

Diamond package: 1900 AED, 3 hrs, Minimum 20 kids, additional 70 AED per person

• Party meal of your own choice (4 seperate meals)

• Party Show of your own choice (choose from 4 different cartoon shows)

• One hours unlimited bowling

• One hour card of arcade games and adventure to action zones

• Party favvors (Invitation card, video coverage, clown appearance & face painting)

• Baloon decoration (Entrance decor, baloon flowers and baloon chairs)

• give away gifts for the kids.

Diamond package is also available in 1200 AED for 3 hrs and 10 kids, additional 110 AED.



_________________________________________________________________________________

Golden package: 1400 AED, 2 hrs, Minimum 20 kids, additional 70 AED per person

• Party meal of your own choice (4 seperate meals)

• Party Show of your own choice (choose from 4 different cartoon shows)

• One hour card of arcade games and adventure to action zones

• Party favvors (Invitation card, video coverage, clown appearance & face painting)

• Baloon decoration (Entrance decor, baloon flowers and baloon chairs)

Golden package is also available in 900 AED for 2 hrs and 10 kids, additional 110 AED.

Future Products / Promotion Packages

Rates & Packages:

No two branches have same rates in our centers. and the rates that we have for all the products have

no variation. Following is how we are going to offer the variations, and the rates can be finalized before

initiating the marketing campaign.

Normal Bowling & billiard Packages:

Our normal bowling rates differ from each other in all of our branches. Which are to be re evaluated as

per the competitors rates in the region and with variations of weekdays and weekends, morning &

evening, Regular and corporate and member ship variations.

Hourly & half hour Bowling & Billiard Packages:

We are not offering hourly or half hour packages in any of our centers. This will be introduced with the

variation in rates for morning and evening. It would also have variations for the weekdays and

weekends along with corporate and regular rates. Also would have variation of membership rates.



Memberships:

There is no concept of membership in any of our centers which would be introduced in 2 variation

Silver:

This member ship will be used to develop the customer database and to produce regular customers.

• The membership would be offered for free.

• It would offer 10% discount to the customers on weekdays with variations of time.

• It would also offer them 10% discount on all bowling city products during week days with time

variations.

• This member ship will offer each member 50 % discount on all products for one day on

bringing another member.

• The validity of the member ship gets void in case the visits are less then 10 times a month.

• The member has to bring his card every time he comes for the staff to update his visit &

spending.

• On spending of over 500 AED, the member gets to take part in the draw to win the weekly or

monthly prizes.

Golden:

The membership is to generate quick revenue and people taking this membership would be regular

themselves.

• The membership is offered for the amount of 150 AED with the validity of 6 months

and renewable.

• The membership offers 10 % discount on all products per person with no variations of

weekdays and weekends, morning & evening, corporate or regular rates.

• These members get to enter the draw every week to win the prizes.

• These members also get 5% discount on the family and corporate buffet packages that we

have.

• The members get 50 % discount for one day on all products on every new member he brings.

• The member has to bring his card every time he comes for us to update his visits

and spending.



Network Games Package:

we need to target the school / university students for this product, make them our silver members and

arrange team competition for them to give them a chances to win extra 10 % discount.

Karaoke Package:

Non of the karaoke rooms are actively working. we need to first fix these room and then revise its

rates with days, time and sector variations.

School Package : 25 dhs per person before 5 p.m.

• 1 bowling game

• 1 Kid's meal combo

Continental Buffet: 50 dhs per person, with discount 40 dhs per person

• Appetizer

• Main course

• Drink

Birthday Package: 60 dhs per child, minimum 15 people, 10 dhs each for additional

games.

Total : 900 dhs

• 1 bowling game

• 1 kid's combo meal

• invitation cards

• Shoe rental

• party decoration

• birthday cake

• birthday song

Corporate Package: 70 dhs per person, no timings, Minimum 15 people.



Total: 1050 dhs

• Continental buffet

• 2 bowling games

___________________________________________________________________________________

Promotions:

Promotions is a tools to attract not just the members but to increase the walk in customers as well. It

could always be changed on any span of time, may that be a week, a month or a quarter.

Initially these are a few promotions that i could come up. They can always be improved, added to and

reduced as well before we finally launch our marketing campaign.

Promotion for League players:

The best promotion for this segment is to have a nine-game league tournament. It could be between

teams created on a number of forums. for instance country based, gender based, city based, age

based or company based etc.

There should be an entry fee for this competition and the winner taken prize worth half the amount of

entries. The event should be launched with complete marketing plan. It should be marketed through all

means i.e. through electronic, radio, internet, print and mobile media platforms. Based on the success

of first event, it could again be launched in all of our big centers where enough people can

be accommodated.

Promotion for members and visitors:

• On a spending of over 100 AED per person, the customers gets a coupon to fill and gets the

chance to participate in a weekly draw to win, a cell phone or ipad or tickets to a theme park

etc.

• On three straight strikes free combo meal for the striker.

• one every second game a discount of 10 % only for visitors and with time, days, and sector

variations.

• Buy 3 games and pay for 2, only in weekdays.



• Buy 3 games and get a discount of 10 % on all days of the week with only membership

variations.

• Every second hour get a discount of 15 % on the next hour.

• 5 % discount for families and senior citizens (Over 50 years of age)

• collaboration with cinema houses to offer 10% discount on all games played during the

weekdays with no time variation.

There are so many more promotions, but they can be regularly changed or edited. To keep the

business innovative and properly marketed is going to make this business successful.



Target MarketMarket Overview

Who is our customer:

Being in the business of entertainment, bowling city has a vast range of customers. It covers all age

groups from kids to a senior adult. The market can be distributed into business segments as well. To

find our customers in their relevant segments, we have schools to target the kids. We have colleges

and universities to target adult students, we have regular league players which is the best sector to

capture. we have the corporate sector to capture their employees entertainment needs. and then we

have friendly visiting groups and walk in customers who can be retained through exceptional customer

services and attractive prices.

Market Trends:

All these sectors have specific times of the year for the years when they tend to spend more except

from the professional league players and the visiting / walk in customers.

For instance i the months of exams the student segment from schools to college and universities

might not be enough for us to generate enough revenue. The corporate sector organizes events mainly

by the end of the fiscal year to recognize the stars of the fiscal year.

Only the league players and the visiting customers may not be enough to cover up for our fixed costs

in certain periods of the year. The best approach would be to make the max in the best of times to

cover up for the bad months.

Market Needs

In today's world, people need convenience at the easiest of locations with best quality services and

exceptional rates. The other important factor is the technology that gets used in these sectors. People

who come to spend on entertainment are well aware of the technology these days. So our centers

should have the latest of games, systems and environment that should impress the customers to

come again.

For the league players, we need to be able to technically satisfy there needs, which unfortunately we

are not doing so far. In the best of the bowling centers they have a professional workshop that can



customize the bowling equipment as per their needs. They are also technology freaks, they will not

compromise on any bowling machine failure or screen malfunction or any thing that would cause a

delay in there game. So we need to be on the top to retain these customers which can be a real

helpful mean of income.

Other then bowling we have to look into what convenience are we offering to our customers. for

instance many bowling centers capture the family business by providing entertainment to all family

members. For the men, they have sheesha parlors, Gyms or swimming pools to spend time with their

own friend while keeping close to the family too. for kids they have bowling, billiards, computer games

etc and for the ladies ice cream parlors etc.

We need to analyse what we are providing to all these family members.



Strategy and ImplementationSWOT Analysis

Strengths

The following SWOT analysis captures the key strength and weaknesses within the company, and

describes the opportunities and threats facing Bowling City.

• Presence in 5 states out of 7.

• Already having functional setups.

• Capacity to generate extra revenue through sponsorship and sub lending fixed cost assets.

• Managements initiative to bring change for the betterment of business.

Weeknesses

• The centers not being physically mentained.

• Every center has bowling lane issues.

• Un appropriate staffing.

• Not in a single center every product is working properly.

• C level customer services.

• No organizational structure / Procedures to carry out operations.

• No Marketing, No promotions.

• No sales.

• Lack of publicity material / stationary.

• unqualified staff who can not handle their duties.

• Favouratism and discriminations.

• No training.

• Unhappy and dis satisfied staff.

• No branding.



• High fixed costs Vs revenue.

• No check and balanace.

• Lack of commitment especially on branch supervisor's & then on the junior staff's part.

• Week understanding and recognition of technology and its appropriate uses.

• No relationships with many of the influential players within the community.

• No Memberships.

• No customer database.

• Week presentation an all fronts.

• No facility or affiliation with league players.

• Different packages in different centers.

are some major weeknesses apart from a number of minor weeknesses which will automatically vanish

if these are taken care of.

Oppertunities

• Being part of a high growth industry.

• Increased sales opportunities as the system gets more developed.

• The ability to spread fixed costs over an increasing revenue base.

• Being in a region where customers come from all over the world to spend.

• Can accommodate a big number of customers in all offered entertainment sections.

• Can generate additional revenue based on the annual events which take place in U.A.E.

Threats

• Local bowling leagues not willing to switch facilities.

• Competitors initiating major marketing push to retain customer base.

• Unable to launch the marketing campaign as planned for any odd reason, may that be funds or

free hand in making decisions.

• Unable to execute the business plan because of unexpected decision inputs.



Marketing Strategy

Mission

Milestone Due Date Who's Responsible Details

Business Plan January 01, 2013 My self Complete the detailed business plan, with the budget, Marketing ans sales forecast for the fiscal year 2013.

Completion of Promotional tools before exclusive launch.

January 01, 2013 Marketing Manager / our sister advertising company.

All packages, member ship cards / forms, flyers, stands, Logos, website, etc.

Hiring of Sales staff January 01, 2013 My self & Management. Making sure to hire the best people to represent our selves in all states and sectors.

Completion of first Marketing campaign.

March 31, 2013 Marketing Manager / Sister advertising agency.

This includes Marketing research, Online presence, Building customer databse, Escalating physical presence inside malls, Flyer distribution etc.

Break even June 30, 2013 Myself with sales & marketing

After the first marketing campaign, we would analyse the results once again to give it another push by organising tournaments, TV / News coverage, bumper prizes, weekly draw and more of such activities to reach the break even from -30% at the moment.

Marketing Objectives

• Maintain steady sales growth.

• Increase market share every quarter.



• Decrease customer acquisition costs to 0% by the end of first quarter.

• Be the best ans most recognized brand in UAE bowling industry.

Financial Objectives

• Once operational, holding spending at a steady level relative to sales.

• Decrease the debt load as fast as possible.

• Increase the revenue per customer by 5% every quarter.

• Increase profit by cutting off the non profit expenditure / centers.

• Increase market presence to grow further. etc

Marketing Channels

The single objective is to position Bowling city as the premier family entertainment center in the region,

quickly gaining market share. The marketing strategy will seek to create customer awareness regarding

the services offered and develop the customer base.

The message that Bowling City will seek to communicate is that the center is the most advanced,

comprehensive entertainment center in the area. This message will be communicated using several

Channels:

• Website / Face book / twitter

• Advertisements through Radio, mobile, TV and News papers.

• Coupons, Brochures, flyers, Billboards, Banners etc.

• Community involvement, by taking part in events by setting up movable bowling alleys and

games to generate both revenue to cover the expense and to create public awareness as

well.

• Networking with sports & entertainment brands for partner ship and sponsorship. etc

Bowling City's marketing plan is composed of the following approaches to pricing, advertising,

promotion and customer service.



• Pricing- All prices should be fixed catering the needs of our customers and should be on

display.

• Advertising and Promotion- A multi-pronged strategy will be employed to achieve the advertising

and promotion goals.

• Customer Service- A high level of customer service must be maintained in order to ensure a

large percentage of repeat customers.

Marketing Research

Two forms of primary market research should be performed right with the first marketing campaign.

The first type is by using a questionnaire. The questionnaire should be passed out to people within the

targeted market and to all the customers coming to have fun in the bowling city.

Focused groups can also be used to solicit information about the target customers, their needs, and

their purchasing decision making process.

Both forms of market research is valuable for the development of both the business and marketing

plans and will serve as a solid vote of confidence for the eventual decision to proceed with the

marketing projects in the future.

Branding

Branding is also one of the most important tools used to capture the target market. In the region all

companies in any given sector are using this tool to publicize there business. It can be used in

following ways:

• Brand all company transports with not just the logo but with range of entertainment activities

that we are offering.

• The rates and packages can also be added to these stickers since we would have a lot of

space to cover.

• These vehicles can also promote our weekly / monthly promotions.

• We can member ship cards with our business logo and products pasted on them.

• We can use gift vouchers with our own branding.



• We can present branded polo shirts to our members, and also to people who spend over

a specific amount of money. It can also be given to tournament / draw winners.

• Socks purchased / distributed can also be branded.

Through all the channels mentioned above and a lot more we can surely capture a wast range of

customers to get business out of.

Sales Plan / Activities

Bowling City wants to attract local bowlers of all ages. This will require advertising on local radio shows

and TV / cable networks as well as reaching out to schools, colleges, churches, businesses,

organizations and clubs.

In order to reach out to the customers and convince them enough to come visit our facility, it

is mandatory to hire the best sales people and train them for product knowledge & soft skills.

The most important factor for closing sales in our case is getting customers in the door. Once our

customers come in the door they will be personally greeted by the branch supervisor or the customer

service staff, and made to feel comfortable so that they keep coming back.

The branch manager will be responsible along with the sales team to contact local work places, clubs,

and bowlers to participate in the league tournament. Participants in the tournament will be rewarded

with trophies for the first three teams and the champion will receive a cash prize equal to half of all

the entry fees.

The Marketing Manager / coordinator will maintain a database of contact information and sales data

about regular bowling leaguers to optimize services to our target customers during league hours.

Reduced prices will be offered to senior citizens on a daily basis between certain low-volume hours and

on certain food and drink items all day long. Advertisements to teenagers will be placed in local

college and weekly papers, highlighting their favorite video games, their favorite tunes, and the

weekend morning teenager tournaments.

The manager will go out in the field calling on churches, schools, colleges, universities, clubs,

organizations, scouts to sell group outings / lessons. Private party times will be sold for each area as

well.



Financial PlanSales Forecast

Personnel Table

FY2013 FY2014 FY2015

Al Ain Mall AED152,400 AED167,640 AED184,404

Mariah Mall AED144,000 AED158,400 AED174,240

Khalidiyah AED78,000 AED85,800 AED94,380

DFC AED150,000 AED165,000 AED181,500

DCC AED57,000 AED62,700 AED68,976

AUS AED0 AED0 AED0

AL Dar AED0 AED0 AED0

Total AED581,400 AED639,540 AED703,500

About the Personnel Table

In Personal Table we have projected the annual employee related expenses and the salaries for the

Top Branch / Area Managers, the supervisors and the accountants...! for all staff other then this we

have added their salaries to the costs of sales in order for the business to cover up their

expenses........!



Budget

Budget Table

FY2013 FY2014 FY2015

Expenses

Salary AED581,400 AED639,540 AED703,500

Employee Related Expenses AED17,448 AED19,200 AED21,108

Maintenance & Repair AED152,556 AED152,556 AED152,556

Rent AED4,839,084 AED4,839,084 AED4,839,084

Utilities AED438,300 AED438,300 AED438,300

Office Supplies AED30,000 AED30,000 AED30,000

Insurance AED75,600 AED75,600 AED75,600

Depriciation AED1,573,428 AED1,573,428 AED1,573,428

License expences AED216,000 AED216,000 AED216,000

Other expenses (Transportation, Audit fee etc) AED111,600 AED111,600 AED111,600

Marketing Expences AED480,000 AED480,000 AED480,000

Total Expenses AED8,515,416 AED8,575,308 AED8,641,176

Sales by Month



About the Budget

Whether you make a sale or not, there are regular, ongoing expenses you have to pay in order to run

your business. This could be the lease for your office space, and the utilities for the space (heat,

phone). You might have expenses for advertising (brochures, mail lists, trade shows), and insurance.

These are all examples of common business expenses.

The costs for materials or supplies to make your product are not included here. Those costs are

tracked as part of the sales forecast.

what will it cost to operate your business? The budget here includes some common expenses.

Remember that all direct costs of sales are entered in the Sales Forecast table, not here. Those are

costs that are directly involved in creating or delivering our products or services — for example, the

ingredients for recipes at a restaurant. Direct costs generally go up or down in direct correlation with

the amount you sell. That's why they are included in the sales forecast and not in the budget............!



Profit and Loss Statement


FY2013 FY2014 FY2015

Revenue AED16,314,288 AED17,945,715 AED19,740,285

Direct Cost AED4,472,825 AED4,920,101 AED5,412,111

Gross Margin AED11,841,463 AED13,025,614 AED14,328,174

Gross Margin % 73% 73% 73%

Expenses




Rent AED4,839,084 AED4,839,084 AED4,839,084









Operating Income AED3,326,047 AED4,450,306 AED5,686,998

Income Taxes AED0 AED0 AED0

Net Profit AED3,326,047 AED4,450,306 AED5,686,998

Net Profit / Sales 20% 25% 29%



Gross Margin by Year

Net Profit (or Loss) by Year



Personnel Plan

Sales Forecast

FY2013 FY2014 FY2015

Unit Sales

Bowling 1,138,884.0 1,252,772.0 1,378,049.0

Billiard 86,925.6 95,617.0 105,179.0

Kareoke 14,066.4 15,470.1 17,017.7

Network & Play station Games 18,193.2 20,020.7 22,022.2

Food & Beverage 121,485.6 133,633.0 146,996.0

Price Per Unit

Bowling AED10.00 AED10.00 AED10.00

Billiard AED25.00 AED25.00 AED25.00

Kareoke AED10.00 AED10.00 AED10.00

Network & Play station Games AED10.00 AED10.00 AED10.00

Food & Beverage AED20.00 AED20.00 AED20.00

Sales

Bowling AED11,388,840 AED12,527,720 AED13,780,490

Billiard AED2,173,140 AED2,390,425 AED2,629,475

Kareoke AED140,664 AED154,700 AED170,180

Network & Play station Games AED181,932 AED200,210 AED220,220

Food & Beverage AED2,429,712 AED2,672,660 AED2,939,920

Total Sales AED16,314,288 AED17,945,715 AED19,740,285

Direct Cost Per Unit






Direct Cost


Billiard AED282,508 AED310,755 AED341,832





Food & Beverage AED728,914 AED801,798 AED881,976

Total Direct Cost AED4,472,825 AED4,920,101 AED5,412,111



Sales by Month



AppendixSales Forecast

Sales Forecast Table (With Monthly Detail)

FY2013 Dec '12 Jan '13 Feb '13 Mar '13 Apr '13 May '13 Jun '13 Jul '13 Aug '13 Sep '13 Oct '13 Nov '13

Unit Sales

Bowling 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0

Billiard 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8

Kareoke 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2

Network & Play station Games 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1

Food & Beverage 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8

Price Per Unit

Bowling AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00

Billiard AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00

Kareoke AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00

Network & Play station Games AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00

Food & Beverage AED20.00 AED20.00 AED20.00 AED20.00 AED20.00 AED20.00 AED20.00 AED20.00 AED20.00 AED20.00 AED20.00 AED20.00

Sales

Bowling AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070



Billiard AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095

Kareoke AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722

Network & Play station Games AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161

Food & Beverage AED202,476 AED202,476 AED202,476 AED202,476 AED202,476 AED202,476 AED202,476 AED202,476 AED202,476 AED202,476 AED202,476 AED202,476

Total Sales AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524


Bowling AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00

Billiard AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25

Kareoke AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50

Network & Play station Games AED1.30 AED1.30 AED1.30 AED1.30 AED1.30 AED1.30 AED1.30 AED1.30 AED1.30 AED1.30 AED1.30 AED1.30

Food & Beverage AED6.00 AED6.00 AED6.00 AED6.00 AED6.00 AED6.00 AED6.00 AED6.00 AED6.00 AED6.00 AED6.00 AED6.00

Direct Cost

Bowling AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721

Billiard AED23,542 AED23,542 AED23,543 AED23,542 AED23,542 AED23,543 AED23,542 AED23,542 AED23,543 AED23,542 AED23,542 AED23,543

Kareoke AED1,758 AED1,758 AED1,758 AED1,759 AED1,758 AED1,758 AED1,759 AED1,758 AED1,758 AED1,759 AED1,758 AED1,759

Network & Play station Games AED1,971 AED1,971 AED1,971 AED1,971 AED1,971 AED1,971 AED1,971 AED1,971 AED1,971 AED1,971 AED1,971 AED1,970

Food & Beverage AED60,743 AED60,743 AED60,743 AED60,743 AED60,742 AED60,743 AED60,743 AED60,743 AED60,743 AED60,742 AED60,743 AED60,743

Total Direct Cost AED372,735 AED372,735 AED372,736 AED372,736 AED372,734 AED372,736 AED372,736 AED372,735 AED372,736 AED372,735 AED372,735 AED372,736

Gross Margin AED986,789 AED986,789 AED986,788 AED986,788 AED986,790 AED986,788 AED986,788 AED986,789 AED986,788 AED986,789 AED986,789 AED986,788

Gross Margin % 73% 73% 73% 73% 73% 73% 73% 73% 73% 73% 73% 73%



FY2013 FY2014 FY2015

Unit Sales

Bowling 1,138,884.0 1,252,772.0 1,378,049.0

Billiard 86,925.6 95,617.0 105,179.0

Kareoke 14,066.4 15,470.1 17,017.7

Network & Play station Games 18,193.2 20,020.7 22,022.2

Food & Beverage 121,485.6 133,633.0 146,996.0

Price Per Unit






Sales


Billiard AED2,173,140 AED2,390,425 AED2,629,475



Food & Beverage AED2,429,712 AED2,672,660 AED2,939,920

Total Sales AED16,314,288 AED17,945,715 AED19,740,285









Direct Cost


Billiard AED282,508 AED310,755 AED341,832



Food & Beverage AED728,914 AED801,798 AED881,976

Total Direct Cost AED4,472,825 AED4,920,101 AED5,412,111





Personnel Plan

Personnel Table (With Monthly Detail)


Al Ain Mall AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700

Mariah Mall AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000

Khalidiyah AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500

DFC AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500

DCC AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750

AUS AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0

AL Dar AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0

Total AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450



FY2013 FY2014 FY2015

Al Ain Mall AED152,400 AED167,640 AED184,404

Mariah Mall AED144,000 AED158,400 AED174,240

Khalidiyah AED78,000 AED85,800 AED94,380

DFC AED150,000 AED165,000 AED181,500

DCC AED57,000 AED62,700 AED68,976

AUS AED0 AED0 AED0

AL Dar AED0 AED0 AED0

Total AED581,400 AED639,540 AED703,500



Budget

Budget Table (With Monthly Detail)


Expenses

Salary AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450

Employee Related Expenses

AED1,454 AED1,454 AED1,454 AED1,454 AED1,454 AED1,454 AED1,454 AED1,454 AED1,454 AED1,454 AED1,454 AED1,454

Maintenance & Repair AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713

Rent AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257

Utilities AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525

Office Supplies AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500

Insurance AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300

Depriciation AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119

License expences AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000

Other expenses (Transportation, Audit fee etc)


Marketing Expences AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000

Total Expenses AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618



FY2013 FY2014 FY2015

Expenses




Rent AED4,839,084 AED4,839,084 AED4,839,084












Profit and Loss Statement (With Monthly Detail)


Revenue AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524

Direct Cost AED372,735 AED372,735 AED372,736 AED372,736 AED372,734 AED372,736 AED372,736 AED372,735 AED372,736 AED372,735 AED372,735 AED372,736

Gross Margin AED986,789 AED986,789 AED986,788 AED986,788 AED986,790 AED986,788 AED986,788 AED986,789 AED986,788 AED986,789 AED986,789 AED986,788

Gross Margin % 73% 73% 73% 73% 73% 73% 73% 73% 73% 73% 73% 73%

Expenses

Salary AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450

Employee Related Expenses


Maintenance & Repair AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713 AED12,713

Rent AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257

Utilities AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525

Office Supplies AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500

Insurance AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300

Depriciation AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119

License expences AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000 AED18,000

Other expenses (Transportation, Audit fee etc)




Marketing Expences AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000 AED40,000

Total Expenses AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618 AED709,618

Operating Income AED277,171 AED277,171 AED277,170 AED277,170 AED277,172 AED277,170 AED277,170 AED277,171 AED277,170 AED277,171 AED277,171 AED277,170

Income Taxes AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0

Net Profit AED277,171 AED277,171 AED277,170 AED277,170 AED277,172 AED277,170 AED277,170 AED277,171 AED277,170 AED277,171 AED277,171 AED277,170

Net Profit / Sales 20% 20% 20% 20% 20% 20% 20% 20% 20% 20% 20% 20%



FY2013 FY2014 FY2015

Revenue AED16,314,288 AED17,945,715 AED19,740,285

Direct Cost AED4,472,825 AED4,920,101 AED5,412,111



Expenses




Rent AED4,839,084 AED4,839,084 AED4,839,084









Operating Income AED3,326,047 AED4,450,306 AED5,686,998

Income Taxes AED0 AED0 AED0

Net Profit AED3,326,047 AED4,450,306 AED5,686,998

Net Profit / Sales 20% 25% 29%

bowling city business plan with financials

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