section 2 seat 7: marvel theme park

7/29/2019 Section 2 Seat 7: Marvel Theme Park

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Present

Aj.Chaiyawat Thongintr

By

5331205058 Panshita Sribut

5331205054 Potcharapol Srisang5231205143 Somprasong Panya

5231205129 Watcharakit Supatong

5131205195 Suthida Sutthidara

4931205016 Komkrit Punyanai

5331205031 Dhevapong Chulawangrit

5131205187 Siwapong Supradid

(Group Marvel Section 2)

School of Management Mae Fah Luang

University

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Content

Page

Content 3

Chapter 1: Introduction 5

1.1 Back ground and significance of project 6-7

1.2 Project Objective(s) 8

1.3 Benefits of Project 8

1.4 Activities/Time Frame 8

Chapter 2: Industry Profile 10

2.1 Information 11

2.2 History 11-15

Chapter 3: Marketing Feasibility Study 16

3.1 Marketing Analysis 17-18

3.2 STP Analysis 19

3.3 Marketing mix strategy 21-26

3.4 conclusion 27

Chapter 4: Cost of Investment 28

4.1Cost of Investment 29

4.2 Pre Operating Cost 30

4.3Investment Cost 30

4.4Facility layout 32

4.5Depreciation 33-35

4.6Conclusion 36

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Chapter 5: Operating Cost 37

5.1 Product Characteristic 38-60

5.2 Product Analysis 61-62

5.3 Location 63-64

Chapter 6: Organization and Administration 65

6.1Employee Salary 66-68

Chapter 7: Financial Analysis 68

7.1Financial 70

7.2Cash Flow 71

7.3Balance Sheet 71-75

Chapter 8: Risk Management 76-84

Chapter 9: Conclusion 86

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Chapter 1: Introduction

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1.1Background and Significance of the Project

Nowadays, Chiang Rai is a famous scenery town and there are many natural

tourist attractions that can be impressing to tourist. However, there is no

manmade tourist attraction, amusement park and water park, in Chiang Rai that

can be more impressing tourists to travel. Therefore, I foresee that it can

increase the diversity of tourism in Chiang Rai and make Chiang Rai as a

complete scenery town if there is an amusement park and water park here.

Moreover, in next 3 years Chiang Rai will become a gateway of AEC,

therefore, it can increase number of foreigners to travel and work here. When

they want to relax or have an exciting experience, we can response to theirrequirement. If they are impressed, they will spread word of mouth to others.

1.1.1 Trend of tourism

2549 2550 2551 2552 1,043,161 1,135,659 1,339,190 1,430,375 289,357 300,776 402,056 249,873 1,332,518 1,436,435 1,741,246 1,680,248

2549 2550 2551 2552 7,012.43 7,462.35 7,770.31 6,603.43 2,361.77 2,356.60 2,863.61 2,801.21 9,374.20 9,818.95 10,633.92 9,404.64

www.tourism.go.th 02-2194010-17

()

* 2551 2552

Figure 1 show statisgic travellers in Chiang Rai

From: (http://www.chiangrai.net/dashboard19/)

6
http://www.chiangrai.net/dashboard19/http://www.chiangrai.net/dashboard19/


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11. Conclusion the feasibility of

business

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Chapter 2

Information industry

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Information

Amusement parks and theme parks are terms for a group

ofentertainment attractions, rides, and other events in a location for the

enjoyment of large numbers of people. An amusement park is more elaboratethan a simple city park or playground, usually providing attractions meant to

cater specifically to certain age groups, as well as some that are aimed towards

all ages. Themeparks, a specific type of amusement park, are usually much

more intricately themed to a certain subject or group of subjects than normal

amusement parks.

A water park or waterpark is an amusement park that features water play areas,

such as water slides, splash pads, spraygrounds (water playgrounds), lazy rivers,

or other recreational bathing, swimming, and barefooting environments. Water

parks in more current states of development may also be equipped with some

type of artificial surfing or bodyboarding environment such as a wave pool or

FlowRider.

Source: (Adams, Judith A. (1991). The American Amusement Park Industry: A

History of Technology and Thrills. Boston: Twayne Publishers. ISBN0-8057-

9821-8.)

http://en.wikipedia.org/wiki/Water_park

History

Amusement Park History

Pleasure Gardens

Amusement parks all started with pleasure gardens. These were located in

Medieval Europe and had live entertainment, fireworks, dancing, games and

some rides. They were popular until the 1700s when political situations caused

a lot of them to close down. Bakken, a pleasure garden north of Copenhagen, is

still standing. It opened in 1583 and with the world's oldenst operating

amusement park.

Taking Hold in the U.S.In the late 1800s amusement parks started taking hold in the United States. Most

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http://en.wikipedia.org/wiki/Entertainmenthttp://en.wikipedia.org/wiki/Rideshttp://en.wikipedia.org/wiki/Special:BookSources/0-8057-9821-8http://en.wikipedia.org/wiki/Entertainmenthttp://en.wikipedia.org/wiki/Rideshttp://en.wikipedia.org/wiki/Playgroundhttps://www.facebook.com/pages/International-Standard-Book-Number/103998126303206http://en.wikipedia.org/wiki/Special:BookSources/0-8057-9821-8http://en.wikipedia.org/wiki/Special:BookSources/0-8057-9821-8http://en.wikipedia.org/wiki/Water_park


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amusement parks were built at the end of a trolley line. They usually had picinic

areas, dance halls, restaurants, games and a few rides. They were immediately

successful!

The Beginning of the FutureIn 1893, amusement parks started to become extremely popular. The World's

Columbian Exposition in Chicago introduced the ferris wheel and the midway.

The midway had a wide variety of rides and concessions and largely influenced

amusement park design.

In 1894, Paul Boynton opened the world's first modern amusement park, Paul

Boynton's Water Chutes. It charged admission and used rides to draw people to

it. In 1895, he also opend a park at Coney Island. Coney Island was central to

the amusment park industry. Once it had three big amusement parks, plus

smaller attractions.

Over the years, trolley parks expanded, new amusement parks opened and new

rides were created. Over 1,500 amusement parks were opened by 1919 in the

United States.

Amusement Park Decline

During the Great Depression, amusement park attendance went down greatly.

In, 1935, there were only about 400 amusement parks and World War II didn't

help matters. Many parks closed during the war and others had to stop addingnew rides in order to stay open.

After World War II

After World War II, amusement parks had a sudden popularity boom. New

parks opened as more and more people came. Kiddieland was developed for

younger kids. It did not last long, however.

Disneyland and Theme Parks

In the 1950s people started to lose interest as the parks grew older. It was during

this time that Disneyland was created. It opened in 1955. Many people doubtedit would last long. However, Disneyland was an immediate success. Instead of

having a midway, it had themed places.

Many people tried, unsuccessfully, to copy Disneyland. In 1961, one company

finally succeeded: Six Flags over Texas. However, there are as more people

grew interested in theme parks, traditional amusement parks started to shut

down. Some were able to stay open by copying ideas from theme parks.

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Today

Theme parks are still enjoying success. New technology is creating types of

rides that were once unattainable.

Source: http://library.thinkquest.org/CR0210243/amusement%20park%20history/amusementparkhistory.htm

Amusement parks In Thailand

Fortunately, Bangkok has plenty of amusement parks for when the kids

are getting restless. At one time, all the city's amusement parks were outdoor,

but with the boom in the retailing industry many more are now built indoors, as

an adjunct to department stores and shopping centers.

Anyone who prefers their fun in the outdoors should make for eitherSiam

Parkin Minburi orDream World, located off the Rangsit-Onkarak highway in

Pathum Thani province. Apart from being the largest open zoo in

Thailand, Safari World on Ram Indra Road, also provides numerous amusement

activities and special shows for family vacationers. But if you don't want to

suffer the heat of the day, try one of the many amusement parks located in

department stores.

Central Bangna's Leo Land, Seacon Square's Yoyo Land, and severalbranches of The Mall department store are good choices. Most have indoor

swimming pools with slides, kids' games and other entertainments.

Outside of Bangkok, the places are few and far between. In Pattaya, Ripley's

World of Entertainmentlocated on the third floor of the Royal Garden Plaza has

a number of educational and entertainment activities for the family. Pattaya

Park is another place.

Source:

http://www.thailand.com/travel/recreation/recreation_amusement.htm

Siam Water Park

Siam Water Park (Suan Siam) features an expansive man-made swimmingpool

complete with artificial surf, beach, whirlpools, fountains, waterfalls and

towering water slides. The 'sea' is set amid landscaped gardens with additional

attractions such as children's playgrounds, aviaries, an open zoo and botanicalgardens.

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http://www.thailand.com/travel/recreation/recreation_bangkok_suansiam.htmhttp://www.thailand.com/travel/recreation/recreation_bangkok_suansiam.htmhttp://www.thailand.com/travel/recreation/recreation_bangkok_dreamworld.htmhttp://www.thailand.com/travel/recreation/recreation_amusement.htmhttp://library.thinkquest.org/CR0210243/amusement%20park%20history/amusementparkhistory.htmhttp://library.thinkquest.org/CR0210243/amusement%20park%20history/amusementparkhistory.htmhttp://www.thailand.com/travel/recreation/recreation_bangkok_suansiam.htmhttp://www.thailand.com/travel/recreation/recreation_bangkok_suansiam.htmhttp://www.thailand.com/travel/recreation/recreation_bangkok_dreamworld.htmhttp://www.thailand.com/travel/recreation/recreation_bangkok_safari.htmhttp://www.thailand.com/travel/recreation/recreation_amusement.htmhttp://www.thailand.com/travel/recreation/recreation_chonburi_ripley.htmhttp://www.thailand.com/travel/recreation/recreation_chonburi_ripley.htmhttp://www.thailand.com/travel/recreation/recreation_amusement.htm


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Dream World is a new amusement park located beyond Don Muang Airport at

Km 7 Rangsit-Ong Kharak Road. It's quite close to the huge Future Park

Rangsit shopping center.

Dream World is a classical European-style fantasy-land, replete with miniatureversions of legendary sites and modern amusements and game machines. A

great place for all the family.

Dream World is open daily from 10.00 am to 5.00 pm on weekdays, 10.00 am

to 7.00 pm on weekends. The admission fee plus service charges is 250 baht.

For further information, call +66 2 533-1152, 533-1447, 533-1449

Source:

(http://www.thailand.com/travel/recreation/recreation_bangkok_dreamworld.ht

m)

Dreamworld

Strength Weakness

Dreamworld is located nearby capital

city and very famous because they have

opening for nineteen years.There are

various plaything for customer.

Dreamworld no have new play things

for customer and lack of development

so, people who have ever come to this

place wont interested to have service

again.

Opportunity Threat

Dreamworld is a theme park that the

nearest of the capital city and easiest

for transportation.

Dreamworld will get profit it depends

on season. There are two duration are

end semester and between semester

because their target market are family

and teenager.

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Chapter 3

Market Feasibility

study

3.1 Market analysis

3.1.1 General Environment Analysis

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There are PEST that are affected to running our business

Figure: 3.1.1 PEST picture

Source: www.learnmarketing.net

PoliticalNowadays, Thailand has a political situation that affected directly with my

business cause the situation in Thailand now make everyone needs to relax and

have fun in the midst of political tension. And our business will make anyone

forget the bad political issues of today moreover get the best nice memories.

Economy

In term of economic in the Thailand is slow down It is an effect chain of

political situation but Chiang Rai still be nice destination attraction for travel.

Social & Technology

Now social and technology come together such as Facebook or Website; it is a

large online social network that many people use to help their business When

we talk about technology in this period, it is important factors that appear in all

of the process of business since before we desire to do the business until

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http://www.learnmarketing.net/pestanalysis.htmhttp://www.learnmarketing.net/pestanalysis.htm


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promote the business For example; before we desire to do the business, we

search many information on the internet webpage and then its the best way to

make everybody know about our business.

Environment

Environment is the part of customer decision to come in theme park When they

see a good environment good air and nice decoration, they should come to the

our theme park The good environment management system surrounding the

theme park is the center of relax and fun The theme park must be clean and

sunny bright with the best place.

Competition Analysis (3C analysis)

Competitor

Nowadays, people need to relax when they have holiday or weekend and

if they go to Bangkok, there must go so far to go to amusement and Water Park.

So, we will build this one in chiang rai for response people in northern of

Thailand.

In Chiang Rai, we have only indirect competitor because Chiang Rai have

not amusement and water park but Bun Rod Farm is indirect competitor because

they focus on same our target market.

Customer analysis

Who is customer: Define the potential customers. We focus on family and

teenager, Laos, Myanmar when AEC is opening.

What does customer want: We know customer behavior that they payattention about relax, date, funny, etc. family will get attachment and people can

join and meet new friend.

Why does customer have to buy our product: We have many theme park. So,

player will fun with our park. We have security and engineering for prepare in

every time. We check and repair in every time.

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When does customer purchase: Customer can buy ever season because we

have theme park for prepare in every season, so people will come and fun in

every time.

Company analysis

Nowadays, social has many conflicts and serious so if they come to

company they can get happiness and family can use the time for relax with

family and enjoy it. They will forget problem and have energy to work. And

teenager may be meet new friend or get some feel in this place. We have many

choices for people need. We prepare staff for take care in every point if

customers need to help.

3.2 STP analysis

3.2.1 Market segmentation

Market segmentation of our company is age 8 15 years and 36 50

years because this segmentation we focus on family and teenager.

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3.2.2 Target Market

We decide to choose 2 groups ; 8- 15 and 36 50 year, foreign and Thai

tourist, teenager group who come to visited Chiang rai. Amusement and Water

Park cater to people who want to have an exciting experience and spent their

time in vacation. Amusement and Water Park also offer convenient place and

relaxation atmosphere to customer.

3.2.3 Position Analysis

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Position of Marvel focus on the

first thing is safety of equipment

Premium price because we have always to check and repair our

equipment so customer will safety if they come to Marvel Park

Variety of equipment

Activities of family

3.3 Marketing Mix Strategy

Our business use 4Ps from marketing strategy

(http://www.nanosoft.co.th/maktip01.htm) with 4 components product, place,

price and promotion. Marvel Park provides event and activities for tourist will

get new experience and happy with our company.

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Low Price

High QualityLow Quality

High Price

Marvel Park

Dream World


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3.3.1 Product

Our product is service. We provide happiness and family time. They will

get impression and high safety from Marvel park.

3.3.2 Place

Marvel Park, There are near the main road and easy to transportation.

This way is passing to Mae Sai and Chiang san. So, there are gate to AEC.

3.3.3 Price

Setting a price per head covers the cost and not charges dramatization.

The price is suit for product and service. We will set higher price because our

business want to make the customer know that our product and service have

high safety. The prices have 4 types; our adults price is 399 for entrancing and

playing, 149 for the entrancing only (do not play), kids price is 259 for

entrancing and playing, and 99 for the entrancing only (do not play)

3.3.4 Promotion

Our business is new so we have to promote by advertise such as Internet,

TV, newspaper, or radio. There will make people to know and interesting with

Marvel Park.

We have promotion about family and couple. If they come with family 3 people

1,100 bath, 4 people 1,500 bath and 5 people 1,500 bath and couple 899 bath

can play everything.

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Sale (thousandBaht)

description 1 2 3 4 5 6 7 8 9 10 11 12 total

Adult 100 120 120 150 150 150 160 170 180 180 200 220 1900

Units 80 90 100 100 100 120 150 150 170 170 180 180 1590

Total 180 210 200 200 200 220 250 250 270 270 380 400 3030


Adult 220 240 180 150 150 120 120 140 170 180 220 240 2130

Units 200 200 180 170 140 100 100 120 150 160 200 220 1940

Total 420 440 360 320 290 220 220 260 320 340 420 460 4070


Adult 250 250 200 160 160 150 150 150 180 180 220 250 2300

Units 210 210 200 170 150 140 140 140 170 170 200 230 2130

Total 460 460 400 330 310 290 290 290 350 350 420 480 4430


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Sale forecast chart

In sales forecast, it increase in the sale volume on winter season because in this

season is the travel season more people want to come to Northern for touch

good atmosphere. By we use sales increase winter season 0.045, raining season0.01 and summer 0.03. From the situation,

(http://www.bangkokbiznews.com/2010/11/05/news_31874971.php?

news_id=31874971)

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The number of visitor in Chiang Rai, 2007

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3.5 Conclusion

From the cost information; we want to a biggest amusement and Water

Park in Thailand, so we have to put lot amount of money for invest in this

project. We need to buy an expensive thing like big equipment, large land, Plant

and Machinery, building, Office Equipment, and especially plaything that

divided into 2 types Adventure zone; such as Roller Coaster, Haunted House,

Super Splash, etc. and Classic zone; such as Carousel, Ferris wheel, etc. These

make our investment use more money for operate. Competition analysis (3C

Analysis), we focus on northern of Thailand people, Laos, Myanmar when AEC

is opening. We know about customers behaviors that they pay attention about

relax, date, funny, etc. and also we see the security and safety as important

thing.

STP analysis helps our easy to divide my customers. Segment analysis,we divide our target group into 3 groups which are Family, Foreign and Thai

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and hot

Printers 27,300 27,300 27,300 27,300 27,300

Telephones 1,596 1,596 1,596 1,596 1,596

Faxes 15,000 15,000 15,000 15,000 15,000

Televisions 7,800 7,800 7,800 7,800 7,800

Refrigerators 4,854 4,854 4,854 4,854 4,854

Vacuum

bottles

618 618 618 618 618

Microwaves 1,194 1,194 1,194 1,194 1,194

Total 190,283,272 190,283,272 190,283,272 190,283,272 190,283,27

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4.2 Pre Operating Cost

Pre Operation cost Total Prices

Building 950,000,000

Fee

Transfer 2% 19,000,000

Taxation 0.5 % 4,750,000

Business tax 3.3% 31,350,000

Mortgage of land 1% 9,500,000

Total 1,014,600,000

4.3 Investment Cost

No. Details Amount Price Unit Total

1 Land 150 500,000.00 Field 75,000,000.00

2 Building - 950,000,000.00

Total 685,000,000.00

Tools

3 Lawnmowers 10.00 9,700.00 97,000.004 Receivers 10.00 12,000.00 120,000.00

5 Vacuum cleaners 2.00 12,000.00 24,000.00

6 Floor machines 2.00 20,000.00 40,000.00

7 Winn cooling 10.00 16,500.00 165,000.00

8 Water coolers 2.00 12,700.00 25,400.00

Total 471,400.00

Machine

9 Water cooler and hot 3.00 4,850.00 14,550.00

10 Cash entry equipment 2.00 28,000.00 56,000.00

11 Printers 13.00 10,500.00 136,500.0012 Telephones 14.00 570.00 7,980.00

13 Faxes 5.00 15,000.00 75,000.00

14 Televisions 3.00 13,000.00 39,000.00

15 Projector 1.00 40,000.00 40,000.00

16 Refrigerators 3.00 8,090.00 24,270.00

17 Vacuum bottles 3.00 1,030.00 3,090.00

18 Microwaves 3.00 1,990.00 5,970.00

19 Cutting paper machine 2.00 1,850.00 3,700.00

20 Air-conditions 15.00 22,000.00 330,000.00

Total 736,060.00

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Furniture

21 Clothes lines 2.00 1,000.00 2,000.00

22 Counter 1.00 7,500.00 7,500.00

23 Counter for buy ticket 3.00 4,700.00 14,100.00

24 File cabinets 9.00 6,820.00 61,380.00

25 Sofas 2.00 19,990.00 39,980.00

26 Meeting Table Set [Big] 1.00 35,000.00 35,000.00

27 Meeting Tables Set

[Small]

4.00 7,500.00 30,000.00

28 Chairs 11.00 1,200.00 13,200.00

29 Office desks 11.00 1,900.00 20,900.00

30 Workstations 6.00 39,000.00 234,000.00

31 Bookshelf 2.00 850.00 1,700.00

32 Lockers 4.00 9,000 36,000.00

33 President desk 1.00 8,600.00 8,600.00

34 Disk Racks 3.00 500.00 1,500.00

Total 505,860.00

Equipment

35 Whisk 60.00 8.00 480.00

36 Brooms 36.00 35.00 1,260.00

37 Mops 5.00 440.00 2,200.00

38 Toilet equipment 1,860.00

39 Cobweb broom 30.00 5.00 150.00

40 Shovel dust 35.00 8.00 280.00

41 Broom hard 24.00 35.00 840.0042 Bins 22.00 4,400.00 22,000.00

43 Squeegee 240.00 5.00 1,200.00

44 Litter Bins 10.00 220.00 2,200.00

45 Computers 38.00 18,000.00 684,000.00

Total 716,470.00

4.4 Facility Layout

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Meeting

Table SetBig] 1

46 146 146 146 146 146 146 146 146 146 146 1461,752

MeetingTables Set

Small]

1

25 125 125 125 125 125 125 125 125 125 125 125

1,5

00

Chairs

55 55 55 55 55 55 55 55 55 55 55 556

60

Officedesks

87 87 87 87 87 87 87 87 87 87 87 87

1,044

Workstations

975 975 975 975 975 975 975 975 975 975 975 975

11,700

Bookshelf

7 7 7 7 7 7 7 7 7 7 7 7 84

Lockers1

50 150 150 150 150 150 150 150 150 150 150 1501,800

Presidentdesk

36 36 36 36 36 36 36 36 36 36 36 36

432

Disk

Racks

6 6 6 6 6 6 6 6 6 6 6 6 72

Whisk

2 2 2 2 2 2 2 2 2 2 2 2 24

Brooms

5 5 5 5 5 5 5 5 5 5 5 5 60

Mops

9 9 9 9 9 9 9 9 9 9 9 91

08

Toiletequipment

8 8 8 8 8 8 8 8 8 8 8 8 96

Cobwebbroom

1 1 1 1 1 1 1 1 1 1 1 1 12

Shoveldust

1 1 1 1 1 1 1 1 1 1 1 1 12

Broom

hard

4 4 4 4 4 4 4 4 4 4 4 4 48

Bins

92 92 92 92 92 92 92 92 92 92 92 921,104

Squeegee

5 5 5 5 5 5 5 5 5 5 5 5 60

Litter Bins

9 9 9 9 9 9 9 9 9 9 9 91

08

Computer 2,850

2,850

2,850

2,850

2,850

2,850

2,850

2,850

2,850

2,850

2,850

2,850

34,200

otal3,968,

4603,968,4

603,968,4

603,968,4

603,968,4

603,968,4

603,968,4

603,968,4

603,968,4

603,968,4

603,968,4

603,968,4

6047,621,

515

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Investment Amount Life use For mount For years

Building 950,000,000 20 240 20

Lawnmowers 97,000 5 60 5

Receivers 120,000 5 60 5

Vacuumcleaners

24,0005 60 5

Floor machines 40,000 5 60 5

Winn cooling 165,000 5 60 5

Water coolers 25,400 5 60 5

Water cooler

and hot14,550

5 60 5

Cash entry

equipment56,000

5 60 5

Printers 136,500 5 60 5Telephones 7,980 5 60 5

Faxes 75,000 5 60 5

Televisions 39,000 5 60 5

Projector 40,000 5 60 5

Refrigerators 24,270 5 60 5

Vacuum bottles 3,090 5 60 5

Microwaves 5,970 5 60 5

Cutting paper

machine3,700

5 60 5

Air-conditions 330,000 5 60 5

Clothes lines 2,000 5 60 5

Counter 7,500 5 60 5

Counter for buy

ticket14,100

5 60 5

File cabinets 61,380 3 36 3

Sofas 39,980 3 36 3

Meeting Table

Set [Big] 35,000 3 36 3

Meeting Tables

Set [Small]30,000

3 36 3

Chairs 13,200 3 36 3

Office desks 20,900 3 36 3

Workstations 234,000 3 36 3

Bookshelf 1,700 3 36 3

Lockers 36,000 3 36 3

President desk 8,600 3 36 3

Disk Racks 1,500 3 36 3

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Whisk 480 3 36 3

Brooms 1,260 3 36 3

Mops 2,200 3 36 3

Toilet

equipment

1,860

3 36 3Cobweb broom 150 3 36 3

Shovel dust 280 3 36 3

Broom hard 840 3 36 3

Bins 22,000 3 36 3

Squeegee 1,200 3 36 3

Litter Bins 2,200 3 36 3

Computers 684,000 3 36 3

Total 952,429,790

4.5.1 Investment Cost [Depreciation]

Investment Amount Depreciation Annual DEP. Monthly DEP.

Building 950,000,000 20 years 47,500,000 3,958,333.33

Tools 471,400.00 5 years 94,280.00 7,856.67

Machine 736,060.00 5 years 147,212.00 12,267.67

Furniture 505,860.00 20 years 25,293 2,107.75

Equipment 716,470.00 3 years 238,823.32 19,901.94

Total 952,429,790.00 48,005,608.3 4,000,467.36

4.6 Conclusion

From the all allow our information; we have to invest contact with 3 company

to build and installation our amusement park, water park and office by White

water company, Zamperla company and then sor Chiang rai construction. We

have to use 952,429,790.00 bath for run-business is going happen at Mae jan

,Chiang Rai.

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Chapter 5

Production and

Operations Analysis

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5.1.1 Roller Coaster

Zamperlas new MOTOCOASTER, thrill-seekers of all ages are now able to

experience all the thrills of this legendary sport. Seated two abreast on their own motorbike,

racers are treated to an exhilarating launch from 0-40 MPH/ 65Km/h in less than 2 seconds.

Trains can each accommodate up to 12 riders in an innovative pedestal seating design

maximizing safety, comfort, and rider freedom. The trains take racer along a 1195 ft / 364m

long track, with a minimal footprint of 160 ft x 70 ft / 49m x 21m.

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Figure 2 5.1.1.1 Moto Coaster


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The Pony Express comes with two trains, each accommodating up to 16 rides in an

innovative pedestal seating design that maximizes safety, comfort and ride freedom. Seated

two abreast on their own horses, 16 riders are treated to an exhilarating launch from 0-60

km/h in 2.5 second. The horses then race to the finish line along a 450 meter (1476 ft) track

reaching heights of 14.7mt (48 ft.) through a breathtaking series of exciting 65 degree banked

turns.

41

Figure 3 5.1.1.2 Pony express


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Giant Discovery 40, a new version of a popular spin and swing flat ride. Riders on

this ultimate thrill ride sit in outward-facing suspended seats that form a giant circle of 40

passengers; their legs dangle freely, and each seat has an individual shoulder restraint and

restraining belt. Giant Discovery 40 swings riders back and forth in a seemingly out-of-

control pendulum motion while rotating counterclockwise. At the peak of the pendulum

movement that reaches a maximum speed of 110 km/h (68mph), riders are upside down 44.8meters/147 feet above the ground and experience an airtime that coveted feeling of

weightlessness that is popular for thrill-seekers on roller coasters.

43

Figure 5 5.1.2.2 Giant Discovery


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The Disko coaster dynamic action offers passenger the incredible weightless

sensation and delivers unbelievable G-forces as in the traditional Disks. The 24 or 40 seats

vehicle runs on an approx. 92 m. long track reaching a maximum speed of 70Km/h and

drawing different trajectories at any time. From the top height of 15mt. the vehicle starts its

wild run along the track concave section at a variable speed of 30 to 70 Km/h. In less than a

second the vehicle reaches the top of the central hump at approx. 40 Km/h and give passenger

a strong negative acceleration for an incredible weightless sensation.

44

Figure 6 5.1.2.3 Disk'O Coaster


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an elevated seat with bicycle pedals. Once the ride cycle begins, riders are in full control as

they swoop and fly their way through the sky. This unique interactive ride is sure to put

smiles on kids of all ages and keep the re-ridership number sky-high. As addition option, the

Magic Bike ride can be equipped with a silenced compressor unit for indoor applications, and

is available in both park and trailer mode.

The Demolition Derby has entertained millions of riders at parks all around the

world. The triple spinning action provides the excitement. Two circular platforms that rotate

at a speed of 10 rpm move the six vehicles from one to the other along a figure-eight shaped

path. Each car can accommodate 2 adults and 2 children and allows riders to spin themselves

making for a wild ride. The Demolition Derby theme is only the beginning other

possibilities include (but are not limited to) ninfee, pottery bowls, beer steins, garbage cans,

48

Figure 10 5.1.3.2 Demolotion Derby


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a central steering wheel. The central decoration in constituted by a large teapot. Many themes

are already available and many other are ready to perfect fit your park layout.

Figure 12 5.1.3.4 Family Swinger

The Family Swinger won IAAPAs beat new family ride in 1997. Up to 32 riders

can experience the family Swingers classic oscillating motions. Combining beautiful

fiberglass work with a whimsical light package, the family swinger features two rows of

swing- the outer row featuring full size adult swing, while the inner row has size down

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The thrill of flying is now available for the younger set with the introduction of

Zamperlas Flying Tigers family ride. Featuring an over shaped course, the eight planes whip

around the far turns producing an exciting swinging motion. Accommodate four children or

one adult and two children.

55

Figure 16 5.1.4.3 Flying Tigers


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One of the great, classic, interactive family rides of all time is now available on a

smaller scale with children in mind. The Mini Bumper Car is an ideal ride for any family

section- sure to be the favorite of children everywhere. The cars can be equipped with either a

trolley, or floor pick up system. By offering a sized down version of the larger bumper car

ride, no child will feel left out of the fun.

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5.1.5 Water Park

Details

Towering over 98 feet high, the award-winning AbyssTM takes up to 6 riders through

a thrilling series of twists and turns, and then plummets them into the core of the AbyssTM!

With increased wall height and a lengthened funnel, WhiteWaters designers have created the

largest drops and sustained oscillations, while eliminating the need for water brakes that kill

the thrill.

Riders share 4 to 5 near-vertical oscillations before exiting the flume in the final

plunge. With a capacity up to 1080 guests per hour, the AbyssTM maximizes throughput,

minimizes queues and delivers an experience that keeps guests coming back for more.

58

Figure 19 5.1.5 White Water WebsiteFigure 20 5.1.5.1 WaterSlides Abyss


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Figure 21 5.1.5.2 Surf Waves

Details

If youre looking for extreme surf, our hydraulic Surf Waves are the perfect waves for

you! With breath-taking heights, these lively waves provide thrilling entertainment for both

participants and spectators alike.

Product Features

Lowest energy consumption

Variable wave frequencies

Proven technology creates unlimited wave heights

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Figure 22 5.1.5.3 Aqulplay Giant Rainfortress

Details

As the largest interactive play structure in the world, AquaPlay Giant RainFortressTM

truly is an all-in-one waterpark! This attraction combines an array of WhiteWaters award-

winning signature waterslides with over 300 additional AquaPlayTM elements, 360-degree

theming, AngleForm design, single water supply line, and premium coating system with

corrosion resistance. Its safe, durable, easy to maintain, and above all it's fun, it's cool and

everyone loves a AquaPlay Giant RainFortressTM!

Product Features

More than 7 stories high and half the length of a football field!

Over 320 interactive features, including 2 tipping buckets that dump 50,000

gallons of water every couple of minutes

Can be customized with up to 20 signature waterslides

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5.2 Product analysis

5.2.1 Production cost

We chartered all equipment to installation in our theme park by Water White Company and

Zamperla Company.

No. Playthings Unit Chartered

1 Moto Coaster 1 -

2 Pony express 1 -

3 Air Race 8.4 1 -

4 Giant Discovery 1 -

5 Disk'O Coaster 1 -

6 Super Spin 1 -

7 Backflash - SUSP. Windshear 1 -

8 Magic Bikes 1 -

9 Demolotion Derby 1 -

10 Tea Cup 1 -

11 Family Swinger 1 -

12 Speed Way 1 -

13 Jump Around 1 -

14 Happy Swing 1 -

15 Flying Tigers 1 -

16 Convoy 1 -17 Mini Bumper 1 -

18 WaterSlides Abyss 1 -

19 Surf Waves 1 -

20 Aqulplay Giant Rainfortress 1 -

21 FlowRider Double 1 -

Total 930,000,000

Electricity cost for Medium-sized business

For the using of electricity for industrial business that is similar to an industrial enterprise

as well as related areas which demand an average of 15 minutes maximum from 30 kW but

less than 1,000kW. Average power consumption 3 months is up to 250,000 units per month.

The normal rate

No. Details The demand of Energy.

(Baht/kW)

Energy Charge

(Baht/unit)

1 Voltage of 69 kV up 175.70 1.6660

2 Voltage 22-33 kV 196.26 1.7034

3 Voltage of less than 22kV

221.50 1.7314

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Chapter 6

Organization

And Administration

ADMINISTRATION ANALYSIS

6.1 Employee Salary

No. Position Amount Salary/Month Total

1 Secretary 2 15,000 30,000

2 General Manager 2 30,000 90,000

3 HRM 2 25,000 140,000

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4 Legal&Central service 2 20,000 180,000

5 Advertising manager 4 18,000 252,000

6 Marketing 2 18,000 270,000

7 Accounting Manager 2 20,000 310,000

8 Financial Manager 2 25,000 360,000

9 Sales 2 15,000 390,000

10 Public Relation 2 15,000 420,000

11 Planing stratagic 2 15,000 450,000

12 Guard 20 15,000 750,000

13 Actor/Actress 50 12,000 1,350,000

14 Food&Beverage 2 18,000 1,386,000

15 Game 2 18,000 1,422,000

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6.6.2 Administration Cost

No Descripti

on

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

Salary 1,422

,000

1,422

,000

1,422

,000

1,422

,000

1,422

,000

1,422,

000

1,422

,000

1,42

2,00

0

1,42

2,00

0

1,42

2,00

0

1,42

2,00

0

1,422

,000

17,064

,000

Water

exp.

1,500

,000

1,400

,000

1,400

,000

1,500

,000

1,500

,000

1,500,

000

1,500

,000

1,50

0,000

1,50

0,000

1,40

0,000

1,40

0,000

1,400

,000

17,500

,000

Electricci

ty exp.

3,500

,000

3,200

,000

3,000

,000

3,280

,000

3,400

,000

3,200,

000

3,000

,000

3,20

0,00

0

3,33

0,00

0

3,60

0,00

0

3,50

0,00

0

3,500

,000

30,170

,000

Internet

and

Telephon

e exp.

5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,50

0

5,50

0

5,50

0

5,50

0

5,500 66,000

Fire

insurance

50,00

0*

50,000

Training

exp.

98,00

0*

98,000

0 Social

security

insurance

expense

80,00

0*

80,000

Total 6

,427,

500

701,9

45

700,5

49

703,6

59

700,5

82

706,41

9

703,3

90

704,

499

703,

370

699,

482

702,

355

702,5

68

8,428,

798

* 1,000/person(98employee)=98,000

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*5,500/mount by TOT promotion Refernce:www.tot.co.th/index.php?

option=com_k28view=item&id=610:smartbusiness&itemid=2528&lang=th

* 50,000/Year * 80,000/Year

*Electricity expense 3.73 baht per unit*Water expense 15 baht per unit (1 unit equal to

1,000 litter)Reference:http://www.pea.co.th/rates/Rate2006.pdf

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7.1 Financial

7.1.1 Income statementDividens 12,756,521.09 196,86,521.09 26,616,521.09 33,546,521.09 40,476,521.09

Retained earning 29,765,215.87 459,35,215.87 62,105,215.87 78,275,215.87 94,445,215.87

*Tax able 23% because we got revenue more than 4,000,000 bath need to pay

tax 23% (http://www.proaccforaccounting.com/index.php?

lay=show&ac=article&Id=539368489&Ntype=8)

72

pro forma profit and loss

Y1 Y2 Y3 Y4 Y5

Revenue 120,000,000.00 150,000,000.00 180,000,000.00 210,000,000.00 240,000,000.00

Expenses

Org.Cost

Salary 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00

Depreciation 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00

Mkt.Expenses

Broadcast 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Radio 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00

Booth 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Siambroad 6,450.00 6,450.00 6,450.00 6,450.00 6,450.00

Publice Re. 24,000.00 24,000.00 24,000.00 24,000.00 24,000.00

Other 36,000.00 36,000.00 36,000.00 36,000.00 36,000.00

Total expenses 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00

EBIT 55,223,035.00 85,223,035.00 115,223,035.00 145,223,035.00 175,223,035.00

Taxable income 23% 12,701,298.05 19,601,298.05 26,501,298.05 33,401,298.05 40,301,298.05

Net profit 42,521,736.95 65,621,736.95 88,721,736.95 111,821,736.95 134,921,736.95

Net profit/Sales 0.354347808 0.437478246 0.492898539 0.532484462 0.562173904
http://www.proaccforaccounting.com/index.php?lay=show&ac=article&Id=539368489&Ntype=8http://www.proaccforaccounting.com/index.php?lay=show&ac=article&Id=539368489&Ntype=8http://www.proaccforaccounting.com/index.php?lay=show&ac=article&Id=539368489&Ntype=8http://www.proaccforaccounting.com/index.php?lay=show&ac=article&Id=539368489&Ntype=8


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Balance sheet in year 1 cont.

Jun Jul Aug Sep Oct Nov Dec

Asset

10,075,000 10,225,000 10,375,000 10,525,000 10,675,000 10,825,000 10,975,000

10,075,000 10,225,000 10,375,000 10,525,000 10,675,000 10,825,000 10,975,000

Liability&Equity

-5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42

-5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42

1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42

2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66

11,929,602.34 12,079,602.34 12,229,602.34 12,379,602.34 12,529,602.34 12,679,602.34 12,829,602.34

10,075,000.00 10,225,000.00 10,375,000.00 10,525,000.00 10,675,000.00 10,825,000.00 10,975,000.00

Balance sheet in year 2

Jan Feb Mar Apr May

Asset

Acc.receivable 10,025,000 11,975,000 12,125,000 12,275,000 12,425,000

Total Asset 10,025,000 11,975,000 12,125,000 12,275,000 12,425,000

Liability&Equity

Expenses -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42

Total expense -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42

Dividends

1,063,043.4

2

1,063,043.4

2

1,063,043.4

2

1,063,043.4

2

1,063,043.4

2Retainearning

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

Owners'Equity 11,879,602.34 13,829,602.34 13,979,602.34 14,129,602.34 14,279,602.34

ToTal L&E 10,025,000.00 11,975,000.00 12,125,000.00 12,275,000.00 12,425,000.00



Asset

12,575,000 12,725,000 12,875,000 13,025,000 13,175,000 13,325,000 13,475,000

12,575,000 12,725,000 12,875,000 13,025,000 13,175,000 13,325,000 13,475,000

Liability&Equity

-5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42

-5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42

1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42

2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66

14,429,602.34 14,579,602.34 14,729,602.34 14,879,602.34 15,029,602.34 15,179,602.34 15,329,602.34

12,575,000.00 12,725,000.00 12,875,000.00 13,025,000.00 13,175,000.00 13,325,000.00 13,475,000.00

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Asset

17,575,000 17,725,000 17,875,000 18,025,000 18,175,000 18,325,000 18,475,000

17,575,000 17,725,000 17,875,000 18,025,000 18,175,000 18,325,000 18,475,000Liability&Equity

-5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42

-5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42

1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42

2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66

19,429,602.34 19,579,602.34 19,729,602.34 19,879,602.34 20,029,602.34 20,179,602.34 20,329,602.34

17,575,000.00 17,725,000.00 17,875,000.00 18,025,000.00 18,175,000.00 18,325,000.00 18,475,000.00

Balance sheet in year 5 Jan Feb Mar Apr May

Asset

Acc.receivable 17,525,000 19,475,000 19,625,000 19,775,000 19,925,000

Total Asset 17,525,000 19,475,000 19,625,000 19,775,000 19,925,000

Liability&Equity

Expenses -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42

Total expense -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42

Dividends1,063,043.4

21,063,043.4

21,063,043.4

21,063,043.4

21,063,043.4

2

Retainearning

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

2,480,434.66

Owners'Equity 19,379,602.34 21,329,602.34 21,479,602.34 21,629,602.34 21,779,602.34

ToTal L&E 17,525,000.00 19,475,000.00 19,625,000.00 19,775,000.00 19,925,000.00



Asset

20,075,000 20,225,000 20,375,000 20,525,000 20,675,000 20,825,000 20,975,000

20,075,000 20,225,000 20,375,000 20,525,000 20,675,000 20,825,000 20,975,000

Liability&Equity

-5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42

-5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42 -5,398,080.42

1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42 1,063,043.42

2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66 2,480,434.66

21,929,602.34 22,079,602.34 22,229,602.34 22,379,602.34 22,529,602.34 22,679,602.34 22,829,602.34

20,075,000.00 20,225,000.00 20,375,000.00 20,525,000.00 20,675,000.00 20,825,000.00 20,975,000.00

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Chapter 8Risk Management

8.1 Risk Analysis

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Risk analysis is the process of defining and analyzing the dangers to

individuals, businesses and government agencies posed by potential natural and

human-caused adverse events. In IT, a risk analysis report can be used to align

technology-related objectives with a company's business objectives. A risk

analysis report can be either quantitative or qualitative. In quantitative risk

analysis, an attempt is made to numerically determine the probabilities of

various adverse events and the likely extent of the losses if a particular event

takes place. Qualitative risk analysis, which is used more often, does not

involve numerical probabilities or predictions of loss. Instead, the qualitative

method involves defining the various threats, determining the extent of

vulnerabilities and devising countermeasures hould an attack occur. Risk is one

of the most overlooked areas in small businesses in spite of the fact that it is

clear to most small business owners that operating any business involves risk.

While taking a risk and winning is fun, prudent business owners take care to

minimize the risk, just as you would in any other type of risky venture you

undertake. A good risk management system is a continuous process of analysis

and communication. A search for risk management on the internet turns up a

very diverse set of links, none really addressing comprehensively the risks a

business should consider. Some topics that surface are insurance, environmental

issues, OSHA (Occupational Safety and Health Administration) standards,

financial safeguards, security services, backup systems and government

regulations - all of which are valid risk control systems, but are specialized

areas for consideration. Part of the difficulty is that each business will have

different types of risks, so it is difficult to generalize. Insurance covers the ones

that are most common. Specialized insurance for particular risks that are

inherent to your particular field of endeavor is also available for some

businesses. However, insurance is only part of the package you as a business

must consider. Contingency planning for other potential hazards is just as

important as insuring against losses.

Sloppily thought out risk management plans are almost as bad as none because

they can be time consuming with no long term benefit. One business backed up

its data from its computer on a date storage device and stored the device in a

nearby vault. The vault was closed and sealed when they left for the night.

When the toilet water main broke during working hours and water rushed into

the whole floor of the building, the vault filled with filthy water just like every

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place else. The computer operator only had enough warning to flip off the

electricity. The computer was a loss and it took months to recover the data lost.

The company had a contingency plan for a corrupted database, they just were

not ready for a flood disaster. While there is always something that

unanticipated that can happen, planning for the worst case will help you through

many a bad moment. You prepare for marketplace risk through your business

plan. In the same way you need to prepare for the risks of illness, disability,

damages, losses, injuries, and even disasters. A good risk management system

not only has adequate insurance coverage to compensate you for losses which

might occur, but it also includes a plan to prevent losses, if possible, and to

manage unexpected events as they occur.

( http://www.smallbusinessnotes.com/business-finances/risk-management-strategies.html )

In business, you can never allow yourself to get comfortable with the status quo,

because it is always changing. Surprises may be fatal to your business. Risk is

inevitable, avoiding risk impossible. Risk management is the key, always tilting

the venture in favor of reward and away from risk.

8.2 Identifying and Managing Risks

While all opportunities are associated with risk, the biggest risk is to miss

them. Risk results usually not from unpredictability but from ignorance. The

more you know about what you are doing, the less risk you run. If you can

define risks, you can limit them. Look back on any opportunities you missed

and use your past mistakes to learn how to recognize opportunities.

External

Political Factors

Political and legal factor can build both of opportunities and threats to

manage the business. The politics has any effect on the operations because of

when we think to launch, we need to learn about political and legal

that have certainty or not and make sure those company are established

according the legal. But the political in Thailand not have

certainty because of gathering in each day that send the affect to entrepreneurs.

The legal is also need to learn all of legal that relate directly about amusement

park business. Internal political problems also unclear and to be an importantfactor that can make economy of Thailand have the risk of slowing down before

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schedule estimated. Economic of Thailand indicate to slow down point to a

problem before the political crisis within the country. Begin from quarter 4 of

2005 by economic slowed down clearly in the part of the demand for private

sector in both investment and consumption. Although the government still

efforts to stimulate the economy will continue to matter.

Economic Factors

Economic growth

The Gross Domestic Product (GDP) in Thailand expanded 1.20 percent in

the third quarter of 2012 over the previous quarter. GDP Growth Rate in

Thailand is reported by the Office of the National Economic and Social

Development Board . Historically, from 1993 until 2012, Thailand GDP GrowthRate averaged 1.0 Percent reaching an all time high of 11.3 Percent in March of

2012 and a record low of -10.8 Percent in December of 2011. The economy of

Thailand is an emerging economy which is heavily export-dependent, with

exports accounting for more than two thirds of gross domestic product (GDP).

Well-developed infrastructure, a free-enterprise economy, and generally pro-

investment policies, made Thailand one of East Asia's best performers.

However, overall economic growth has fallen sharply in 2008 and 2009 as

global downturn and persistent political crisis stalled infrastructure mega-projects, eroded investor and consumer confidence. This page includes a chart

with historical data for Thailand GDP Growth Rate.

(http://www.tradingeconomics.com/thailand/gdp-growth )

Technological Factors

With the amount of high competitive in this industry that is one of all

factors to occur new technology to support those competitive. Moreover most ofthis business is related with technology more than other business.

Social Factors

The social problem can effect to the Fun Park. The dangerous of

bad person may effect to the area of our location. The customer may fear and do

not want to go. For example, Homeless children: a significant caution for Thai

social problem

(http://enews.mcot.net/view.php?id=13702 )

81
http://www.bbc.co.uk/news/10119415http://enews.mcot.net/view.php?id=13702http://www.bbc.co.uk/news/10119415http://enews.mcot.net/view.php?id=13702


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Increase sale 5%


Y1 Y2 Y3 Y4 Y5

Revenue 126,000,000.00 157,500,000.00 189,000,000.00 220,500,000.00 252,000,000.00

Expenses

Org.Cost

Salary 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00

Depreciation 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00

Mkt.Expenses

Broadcast 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Radio 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00

Booth 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Siambroad 6,450.00 6,450.00 6,450.00 6,450.00 6,450.00

Publice Re. 24,000.00 24,000.00 24,000.00 24,000.00 24,000.00

Other 36,000.00 36,000.00 36,000.00 36,000.00 36,000.00

Total expenses 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00

EBIT 61,223,035.00 92,723,035.00 124,223,035.00 155,723,035.00 187,223,035.00

Taxable income 23% 14,081,298.05 21,326,298.05 28,571,298.05 35,816,298.05 43,061,298.05

Net profit 47,141,736.95 71,396,736.95 95,651,736.95 119,906,736.95 144,161,736.95

Net profit/Sales 0.374140769 0.453312616 0.506093846 0.543794725 0.572070385

Dividens 14142521.09 21419021.09 28695521.09 35972021.09 43248521.09

Retained earning 32999215.87 49977715.87 66956215.87 83934715.87 100913215.9

Increase sale 10%


Y1 Y2 Y3 Y4 Y5

Revenue 132,000,000.00 165,000,000.00 198,000,000.00 231,000,000.00 264,000,000.00

Expenses

Org.Cost

Salary 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00

Depreciation 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00

Mkt.Expenses Broadcast 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Radio 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00

Booth 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Siambroad 6,450.00 6,450.00 6,450.00 6,450.00 6,450.00

Publice Re. 24,000.00 24,000.00 24,000.00 24,000.00 24,000.00

Other 36,000.00 36,000.00 36,000.00 36,000.00 36,000.00

Total expenses 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00

EBIT 67,223,035.00 100,223,035.00 133,223,035.00 166,223,035.00 199,223,035.00

Taxable income 23% 15,461,298.05 23,051,298.05 30,641,298.05 38,231,298.05 45,821,298.05

Net profit 51,761,736.95 77,171,736.95 102,581,736.95 127,991,736.95 153,401,736.95Net profit/Sales 0.392134371 0.467707497 0.518089581 0.554076783 0.581067185

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Dividens 15528521.09 23151521.09 30774521.09 38397521.09 46020521.09


Increase sale 15%


Y1 Y2 Y3 Y4 Y5

Revenue 138,000,000.00 172,500,000.00 207,000,000.00 241,500,000.00 276,000,000.00

Expenses

Org.Cost

Salary 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00

Depreciation 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00

Mkt.Expenses

Broadcast 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Radio 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00

Booth 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Siambroad 6,450.00 6,450.00 6,450.00 6,450.00 6,450.00

Publice Re. 24,000.00 24,000.00 24,000.00 24,000.00 24,000.00

Other 36,000.00 36,000.00 36,000.00 36,000.00 36,000.00

Total expenses 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00

EBIT 73,223,035.00 107,723,035.00 142,223,035.00 176,723,035.00 211,223,035.00

Taxable income 23% 16,841,298.05 24,776,298.05 32,711,298.05 40,646,298.05 48,581,298.05

Net profit 56,381,736.95 82,946,736.95 109,511,736.95 136,076,736.95 162,641,736.95

Net profit/Sales 0.408563311 0.480850649 0.529042207 0.563464749 0.589281656

Dividens 16914521.09 24884021.09 32853521.09 40823021.09 48792521.09


Decrease sale 5%


Y1 Y2 Y3 Y4 Y5

Revenue 114,000,000.00 142,500,000.00 171,000,000.00 199,500,000.00 228,000,000.00

Expenses

Org.Cost

Salary 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00

Depreciation 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00

Mkt.Expenses

Broadcast 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Radio 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00

Booth 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Siambroad 6,450.00 6,450.00 6,450.00 6,450.00 6,450.00

Publice Re. 24,000.00 24,000.00 24,000.00 24,000.00 24,000.00

Other 36,000.00 36,000.00 36,000.00 36,000.00 36,000.00

Total expenses 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00

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EBIT 49,223,035.00 77,723,035.00 106,223,035.00 134,723,035.00 163,223,035.00

Taxable income 23% 11,321,298.05 17,876,298.05 24,431,298.05 30,986,298.05 37,541,298.05

Net profit 37,901,736.95 59,846,736.95 81,791,736.95 103,736,736.95 125,681,736.95

Net profit/Sales 0.332471377 0.419977101 0.478314251 0.519983644 0.551235688

Dividens 11370521.09 17954021.09 24537521.09 31121021.09 37704521.09


Decrease sale 10%


Y1 Y2 Y3 Y4 Y5

Revenue 108,000,000.00 132,000,000.00 162,000,000.00 189,000,000.00 216,000,000.00

Expenses

Org.Cost

Salary 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00

Depreciation 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00

Mkt.Expenses

Broadcast 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Radio 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00

Booth 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Siambroad 6,450.00 6,450.00 6,450.00 6,450.00 6,450.00

Publice Re. 24,000.00 24,000.00 24,000.00 24,000.00 24,000.00

Other 36,000.00 36,000.00 36,000.00 36,000.00 36,000.00

Total expenses 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00

EBIT 43,223,035.00 67,223,035.00 97,223,035.00 124,223,035.00 151,223,035.00

Taxable income 23% 9,941,298.05 15,461,298.05 22,361,298.05 28,571,298.05 34,781,298.05

Net profit 33,281,736.95 51,761,736.95 74,861,736.95 95,651,736.95 116,441,736.95

Net profit/Sales 0.308164231 0.392134371 0.462109487 0.506093846 0.539082116

Dividens 9984521.085 15528521.09 22458521.09 28695521.09 34932521.09


Decrease sale 15%

pro forma profit and loss Y1 Y2 Y3 Y4 Y5

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Revenue 102,000,000.00 127,500,000.00 153,000,000.00 178,500,000.00 204,000,000.00

Expenses

Org.Cost

Salary 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00 17,064,000.00

Depreciation 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00 47,621,515.00

Mkt.Expenses

Broadcast 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Radio 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00

Booth 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00

Siambroad 6,450.00 6,450.00 6,450.00 6,450.00 6,450.00

Publice Re. 24,000.00 24,000.00 24,000.00 24,000.00 24,000.00

Other 36,000.00 36,000.00 36,000.00 36,000.00 36,000.00

Total expenses 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00 64,776,965.00

EBIT 37,223,035.00 62,723,035.00 88,223,035.00 113,723,035.00 139,223,035.00

Taxable income 23% 8,561,298.05 14,426,298.05 20,291,298.05 26,156,298.05 32,021,298.05Net profit 28,661,736.95 48,296,736.95 67,931,736.95 87,566,736.95 107,201,736.95

Net profit/Sales 0.280997421 0.378797937 0.443998281 0.490569955 0.525498711

Dividens 8598521.085 14489021.09 20379521.09 26270021.09 32160521.09


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Chapter 9

Conclusion

Conclusion

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The reason in our background and significance is from real situation that

happening in Chieng Rai. We assure that our company will be worthwhile of

profit and will reach a goal because we have used reliable statistic information.

Our objective are study and learn about the management of the amusement and

water park.Our benefits are understand about process of managing business in

theme park and water park then amusement park is an entertainment attraction

for enjoyment large group of people. Theme parks is a specific type of

amusement park are usually much more intricately themed to a certain subject

or group of subjects than normal amusement parks.Water park is an amusement

park that features water play areas, such as water slides, splash pads,

spraygrounds (water playgrounds), lazy rivers, or other recreational.

In Thailand, there are few amusement and water park and located only inBangkok.In Northern of Thailand not have amusement and water park yet.

From the all allow our information; we have to invest contact with 3 company

to build and installation our amusement park, water park and office by White

water company, Zamperla company and then sor Chiang rai construction. We

have to use 952,429,790.00 bath for run-business is going happen at Mae jan

,Chiang Rai.We pay salary for workers and thinking by Thai workers on

standard wages and administrative cost and cost of utilities , telephone bill our

company pay by standard units in each month.

The business strategies developed to achieve those goals, the resources

deployed against these goals, and the quality of implementation. There sources

needed to carry out business strategies are both tangible and intangible, They

include communication channels, operating systems, delivery networks,

anmanagerial capabilities. The organizations internal characteristics must be

evaluated against the impact of economic, technological, competitive,

regulatory, and other environmental changes.

section 2 seat 7: marvel theme park

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