Play Time for Kids is a privately-held S corporation co-owned by Carry Tayker and Wanda Magic. To achieve our objectives, Play Time for Kids seeks financial backing. The loans will be repaid from the cash flow of the business, and will be secured by the assets of the company, and backed by the character, experience, and personal guarantees of the owners.
The company will set itself apart from other child entertainment facilities that may offer only one or two types of services. Parents desire these services and are frustrated because they must go to several different businesses or travel long distances to find these types of activities. The focus of the company is Play Care and Party Place. The services provided will be exemplary.
The business atmosphere will be clean, friendly and upscale where customers will be comfortable leaving their children. We will offer a personal touch, fun innovative learning through play, and a memorable hassle-free Birthday party.
The business will offer event photos of children’s birthday parties (taken by a professional photographer), a unique concept in this type of industry. The parent will be provided a CD at the end of the party.
Play Time for Kids offers:
Play Care Rates (Drop-in)
$30 Annual Family Registration
Birthday Party A = $200
Birthday Party B = $285
Family Savings Plan Parents may pre-pay for a discount:
Referral Program
Refer a friend who has never been to Play Time for Kids and receive $5 OFF the price of a new membership.
Research indicates that the prime market for an FEC is near urban neighborhoods comprised of middle- to upper- income families. These families search for ways to engage their children that are more than just activities their children passively enjoy. As Howard Gardner writes in his book, The Unschooled Mind : “As institutions, schools have become increasingly anachronistic, while museums have retained the potential to engage students, to teach them, to stimulate their understanding, and, most important, to help them assume responsibility for their own future learning.” This is the idea behind an edutainment facility. Its purpose is to stimulate children so that they can transition from being taught or entertained (passive) to learning through play (active).
The U.S. Census Bureau 2000, and the Our County website provides the following demographic information about NorthEast Our County and the areas surrounding it.
Big City (ZIP Code 1) | 45,874 | $72,860 | 27.24% | 8,037 |
Big City (ZIP Code 2) | 23,290 | $62,636 | 22.96% | 3,694 |
City A (ZIP Code 3) | 21,571 | $36,799 | 23.56% | 2,868 |
City A (ZIP Code 4) | 31,094 | $40,648 | 21.64% | 4,282 |
Town B | 3,393 | $79,402 | 24.97% | 566 |
Town C | 31,168 | $89,644 | 27.60% | 5,467 |
North Big City Hills | 59,591 | $63,968 | 22.02% | 9,033 |
City D | 7,889 | $65,056 | 26.80% | 1,349 |
City E | 25,834 | $63,411 | 25.81% | 4,417 |
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Stay Home Moms and Dads | 50% | 8,000 | 12,000 | 18,000 | 27,000 | 40,500 | 50.00% |
Elementary Schools | 50% | 11,200 | 16,800 | 25,200 | 37,800 | 56,700 | 50.00% |
DayCares | 35% | 4,935 | 6,662 | 8,994 | 12,142 | 16,392 | 35.00% |
Parent’s day out programs | 10% | 1,020 | 1,122 | 1,234 | 1,357 | 1,493 | 9.99% |
Total | 46.25% | 25,155 | 36,584 | 53,428 | 78,299 | 115,085 | 46.25% |
Our success will be based on our ability to become known within the community. We must focus on the specific market segments whose needs match our offerings. Focusing on targeted segments is the key to our future. Therefore, the focus and marketing message will be the services offered. Once the message is developed, it will be communicated and fulfilled.
Stay at Home Moms and Dads For a variety of reasons, stay-at-home Moms and Dads are an attractive segment. Parents are looking for a place to take their children to play and learn. They live in the middle class suburbs surrounding the metropolitan area. The market segment customers will lead a lifestyle in which their children play a large part in their lives. The company also focuses on meeting the local community need for child play care and birthday party services within the 10-mile radius of Big City. Flexibility in the program allows children to be dropped off, or to come and play with parent.
Elementary Schools The company would also like to establish a relationship with the local elementary schools; there are 15 elementary schools in this target area, for possible field trips. The strategy for this market is to provide periodic communications through the PTA channels, which are available to us uniquely due to past service to the PTA. This strategic approach will provide credibility and frequency of communication to our target market. While this market is not the primary focus, sufficient flexibility to handle this secondary market is important to producing supplemental revenues.
Day Cares Local Day Care centers in search of field trip alternatives can select the Play Time for Kids as a destination that combines playtime with learning interactions. While this revenue would not be the company’s primary focus, its potential could increase revenue base by building strong community relations.
Weekend Working Couples Another segment of our business includes weekend working couples, meaning weekend child care. This client base could provide a 1% profit for the company since most Day Care centers do not operate on the weekends. This service allows part-time weekend workers and/or fitness center aficionados to drop their children off for several hours. While this market is not a primary focus, sufficient flexibility to handle this market is important to the local “word-of-mouth” marketing strategy.
Success will be based on the ability to become known within the community. Play Time for Kids must focus on the specific market segments whose needs match its offerings. Focusing on targeted segments is the key to the company’s future. Therefore, marketing messages will be focused on the services offered. We will develop our message, communicate it, and fulfill our commitment to excellence.
Play Time for Kids is part of the Recreation Center industry, which includes everything from bowling, skating, mini-golf, and batting cages to playgrounds and water parks. We provide a much higher level of direct child care than do most other recreation centers, and straddle the line between family entertainment center and daycare facility. As such, we need employees with the child care credentials to satisfy safety-conscious parents, and programs with the “fun” value to lure in repeat customers.
Price, service, certification and reputation are critical success factors in the edutainment/play care services industry. The company will compete well in the defined market by offering competitive prices, high-quality play care services, and leading-edge educational toys with certified, college-educated instructors, and by maintaining an excellent reputation with parents and the community.
Competition for the Play Time for Kids comes in various forms. Chuck E. Cheese, McDonald’s, and Clubhouse for Kids only, are the only places within a 10-mile radius from our company that offer services similar to ours, and all are limited to arcade games and soft play.
Large Chain Children’s Entertainment Venues The competition in the defined geographic area includes Chuck E. Cheese and McDonald’s. Both of these venues are limited to arcade games and soft play. They offer entertainment value, but little educational value. Play Time for Kids is differentiated from these types of facilities by offering an interactive environment with components designed to allow children to learn through play.
Small, Independently Owned Child Play Care Venues The competition in our area includes Club House for Kids. This venue does offer some learning through play experiences, but it is limited in its direction of activities. Themed rooms allow for free play but there is little interaction with the staff. Play Time for Kids will be differentiated by offering structured child development activities and play groups guided by Play Time for Kids employees.
The company will succeed by offering its clients’ children a safe and secure care environment, and close personal attention. The goals of the center are dual-sided: to help parents feel good about the care of their children, and to make it a safe, educational, and fun experience for the child.
Play Time for Kids’ services will be positioned to provide customers with a premium amusement and edutainment experience:
The company’s marketing strategy is focused on establishing our brand and promoting our image through a variety of marketing channels. An overview of our marketing strategy includes:
Logo & Identity Development. A professional logo has been developed. This brand will be promoted through a broad mix of identity pieces including business cards, stationery, car signage, and other communications.
Partnership Programs. The company will develop community partnerships to offer discounts to the clients of other businesses that cater to our target market, such as:
Brochures. A brochure will be designed to communicate our presence, the services we offer, and the clients we serve in the community.
Flyers. Flyers will be designed for posting at community locations that attract high traffic volumes of consumers within our target market, such as:
Advertising. Ads will be placed in publications that cater to the demographics of our target market, including:
Public Relations. As owners, we will promote our company and it’s benefits to the community through efforts to have articles published in new media and efforts to gain coverage on local radio and television programming. Potential media outlets include:
Direct Mail. Direct mail channels will be used to initially introduce our presence to the community and attract first time visitors. The need for this type of advertising will taper off as repeat and referral business increases.
Website. All brochures, flyers and other marketing tools will promote our website, detailing our services that benefit the community. Our website will also provide all information about us, our operational hours, schedules of events, and a registration form for online enrollment.
Email. Email will be used to connect with our clients frequently through monthly newsletters and updates on upcoming events and special offers.
Events. Special events, including a grand opening and special holiday parties, will be promoted to increase visibility in the community and to attract first time or infrequent visitors.
The company will make its primary profit through the excellent play care and edutainment of children. Even though our pricing strategies are set at competitive levels, the company expects to gain revenue within the first year by word-of-mouth advertising. The company expects to double its clientele every 6 months during the first 18 months after opening for business.
Play Time for Kids offers a unique solution that will be introduced to the market through targeted advertising, direct mail, website optimization and direct sales. The venue provides families the ability to enjoy their leisure time participating in activities together or leaving their children to explore on their own.
The strongest revenue during the first quarter of operation will be birthday party sales and membership fees. Afterwards, word-of-mouth and local advertising will gain market share for the company, with parents using the daily drop-in service, day cares using it as a field trip destination, and monthly holiday-themed parties.
We anticipate increasing margins in years two and three, through greater efficiency and obtaining bulk rates on paper products.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Birthday party A | $203,864 | $244,637 | $293,564 |
Birthday Party B | $289,701 | $347,641 | $417,169 |
Free Play with parents | $18,240 | $21,888 | $26,266 |
Membership fee | $21,288 | $25,546 | $30,655 |
Drop-in Playcare | $30,177 | $36,212 | $43,455 |
Total Sales | $563,271 | $675,924 | $811,109 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Birthday Paper Products | $49,356 | $53,305 | $63,966 |
Birthday foods and beverages | $34,550 | $35,537 | $35,537 |
Media Rental for Parties (movies, karaoke) | $64,163 | $76,996 | $92,395 |
CDs for Parties | $240 | $320 | $366 |
Costume Rentals | $2,468 | $2,961 | $3,554 |
Cakes | $24,678 | $35,607 | $42,728 |
Subtotal Direct Cost of Sales | $175,456 | $204,726 | $238,546 |
The Play Time for Kids website will be the virtual brochure for the company, as well as its online “home.”
It will showcase the company’s value proposition and reinforce the qualifications and experience of the organization and staff, as well as provide a comprehensive overview of the services provided to potential and current clients. The site may also provide access to online parent resources and a community calendar.
The key to the website strategy will be combining a very well designed front-end, with a back-end capable of collecting contact information for continued communication with those interested in our services.
The Play Time for Kids website address will be used on all corporate and promotional materials. The website should be used to support all the newly developed messages and should have “active” content that brings people back to the site as an information resource. This activity will be supported by the marketing plan through the development of newsletters, promotional events, and public relations.
The Play Time for Kids website will be initially developed by a professional marketing agency that provides creative design and technical development resources. ABC Communications will create and maintain the website, DEF Hosting will host the site and provide the technical back end. The company will maintain a simple, user-friendly interface that is fun and inviting to our target audience. The website logos and graphics will be consistent with printed promotional materials.
Carry Tayker and Wanda Magic have extensive experience in management of Child Care and Family Entertainment Centers, respectively. Their attached resumes detail this experience in the Big City area.
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Carry Tayker | $13,008 | $20,000 | $35,000 |
Wanda Magic | $14,070 | $20,000 | $35,000 |
Manager | $38,000 | $40,000 | $43,000 |
Full-time child-care workers | $158,400 | $162,000 | $165,000 |
Part-time child-care workers | $48,000 | $50,000 | $50,000 |
Future child-care employees | $0 | $40,000 | $60,000 |
Total People | 13 | 15 | 17 |
Total Payroll | $271,478 | $332,000 | $388,000 |
The company’s financial plan is based on conservative estimates and assumptions. We plan to combine owner investment and loans to fund our start-up requirements and to sustain the business to break-even, within 8 months to a year.
Total start-up expenses and assets required will be funded as shown in the Start-up Funding table, below. The $50,000 of Current Borrowing will be repaid within 3 years; the long-term liabilities will be repaid within 6 years.
Start-up Funding | |
Start-up Expenses to Fund | $55,750 |
Start-up Assets to Fund | $82,500 |
Total Funding Required | $138,250 |
Assets | |
Non-cash Assets from Start-up | $17,500 |
Cash Requirements from Start-up | $65,000 |
Additional Cash Raised | $0 |
Cash Balance on Starting Date | $65,000 |
Total Assets | $82,500 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $50,000 |
Long-term Liabilities | $38,250 |
Accounts Payable (Outstanding Bills) | $0 |
Other Current Liabilities (interest-free) | $0 |
Total Liabilities | $88,250 |
Capital | |
Planned Investment | |
Angela Redmon | $15,000 |
BeJe Denson | $35,000 |
Additional Investment Requirement | $0 |
Total Planned Investment | $50,000 |
Loss at Start-up (Start-up Expenses) | ($55,750) |
Total Capital | ($5,750) |
Total Capital and Liabilities | $82,500 |
Total Funding | $138,250 |
General Assumptions | |||
Year 1 | Year 2 | Year 3 | |
Plan Month | 1 | 2 | 3 |
Current Interest Rate | 10.00% | 10.00% | 10.00% |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% |
Tax Rate | 30.00% | 30.00% | 30.00% |
Other | 0 | 0 | 0 |
The Break-even Analysis is based on the average of the first-year figures for total sales by units, and by operating expenses. These are presented as per-unit revenue, per-unit cost, and fixed costs. These conservative assumptions make for a more accurate estimate of real risk. With these projections, we should surpass the break-even point in September of our first year.
Break-even Analysis | |
Monthly Revenue Break-even | $43,645 |
Assumptions: | |
Average Percent Variable Cost | 31% |
Estimated Monthly Fixed Cost | $30,050 |
The following table outlines some of the more important ratios from the Recreation Center industry (also referred to as Family Entertainment Centers). The final column, Industry Profile, details specific ratios based on the industry as it is classified by the Standard Industry Classification (SIC) code, 7999.9910.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 20.00% | 20.00% | 2.76% |
Percent of Total Assets | ||||
Inventory | 0.00% | 0.00% | 0.00% | 3.27% |
Other Current Assets | 2.95% | 3.41% | 2.72% | 30.63% |
Total Current Assets | 83.62% | 81.32% | 85.42% | 38.44% |
Long-term Assets | 16.38% | 18.68% | 14.58% | 61.56% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 53.53% | 41.45% | 17.13% | 26.66% |
Long-term Liabilities | 37.54% | 34.74% | 20.77% | 24.71% |
Total Liabilities | 91.07% | 76.18% | 37.90% | 51.37% |
Net Worth | 8.93% | 23.82% | 62.10% | 48.63% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 68.74% | 69.61% | 70.49% | 100.00% |
Selling, General & Administrative Expenses | 66.38% | 68.14% | 65.61% | 74.21% |
Advertising Expenses | 0.02% | 0.00% | 0.00% | 2.76% |
Profit Before Interest and Taxes | 4.73% | 2.88% | 7.36% | 2.23% |
Main Ratios | ||||
Current | 1.56 | 1.96 | 4.99 | 0.96 |
Quick | 1.56 | 1.96 | 4.99 | 0.65 |
Total Debt to Total Assets | 91.07% | 76.18% | 37.90% | 64.43% |
Pre-tax Return on Net Worth | 251.25% | 80.88% | 99.14% | 3.01% |
Pre-tax Return on Assets | 22.43% | 19.26% | 61.57% | 8.47% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 2.37% | 1.46% | 4.88% | n.a |
Return on Equity | 175.87% | 56.62% | 69.40% | n.a |
Activity Ratios | ||||
Inventory Turnover | 0.00 | 0.00 | 0.00 | n.a |
Accounts Payable Turnover | 22.94 | 24.33 | 24.33 | n.a |
Payment Days | 13 | 14 | 14 | n.a |
Total Asset Turnover | 6.64 | 9.21 | 8.82 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 10.20 | 3.20 | 0.61 | n.a |
Current Liab. to Liab. | 0.59 | 0.54 | 0.45 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $25,543 | $29,249 | $62,784 | n.a |
Interest Coverage | 3.51 | 3.63 | 19.48 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.15 | 0.11 | 0.11 | n.a |
Current Debt/Total Assets | 54% | 41% | 17% | n.a |
Acid Test | 1.56 | 1.96 | 4.99 | n.a |
Sales/Net Worth | 74.33 | 38.69 | 14.21 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
As the Profit and Loss table shows, the company expects to continue its steady growth in profitability over the next three years of operations. Although the last three months of 2006 will generate a net profit, it is not expected to be high enough to counteract outflows in the first three quarters. However, the second and third years, even with additional employees to handle the extra business, should generate increasing profits.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $563,271 | $675,924 | $811,109 |
Direct Cost of Sales | $175,456 | $204,726 | $238,546 |
Other Costs of Sales | $600 | $700 | $800 |
Total Cost of Sales | $176,056 | $205,426 | $239,346 |
Gross Margin | $387,215 | $470,498 | $571,763 |
Gross Margin % | 68.74% | 69.61% | 70.49% |
Expenses | |||
Payroll | $271,478 | $332,000 | $388,000 |
Marketing/Promotion | $4,000 | $4,000 | $4,000 |
Depreciation | $100 | $200 | $300 |
Rent | $60,000 | $60,000 | $60,000 |
Utilities | $15,219 | $17,000 | $18,000 |
Insurance | $5,800 | $5,800 | $5,800 |
Payroll Taxes | $0 | $27,000 | $30,000 |
Other | $4,000 | $5,000 | $6,000 |
Total Operating Expenses | $360,597 | $451,000 | $512,100 |
Profit Before Interest and Taxes | $26,618 | $19,498 | $59,663 |
EBITDA | $26,718 | $19,698 | $59,963 |
Interest Expense | $7,577 | $5,369 | $3,063 |
Taxes Incurred | $5,712 | $4,239 | $16,980 |
Net Profit | $13,328 | $9,891 | $39,620 |
Net Profit/Sales | 2.37% | 1.46% | 4.88% |
The cash flow projection shows that provisions for ongoing expenses are adequate to meet the needs of the company as the business generates sufficient cash flow to support operations. These cash flow projections depend upon receiving the loans necessary to fund our start-up requirements. The table, below, shows the anticipated repayment of the loans.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $563,271 | $675,924 | $811,109 |
Subtotal Cash from Operations | $563,271 | $675,924 | $811,109 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $563,271 | $675,924 | $811,109 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $271,478 | $332,000 | $388,000 |
Bill Payments | $265,272 | $332,206 | $381,161 |
Subtotal Spent on Operations | $536,750 | $664,206 | $769,161 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $16,656 | $16,660 | $16,684 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $6,385 | $6,385 | $6,385 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $559,791 | $687,251 | $792,230 |
Net Cash Flow | $3,479 | ($11,327) | $18,879 |
Cash Balance | $68,479 | $57,152 | $76,032 |
Our projected balance sheet is presented in the table below. Although we do not become fully profitable until year two, we expect a steady increase in net worth over the foreseeable future.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $68,479 | $57,152 | $76,032 |
Inventory | $0 | $0 | $0 |
Other Current Assets | $2,500 | $2,500 | $2,500 |
Total Current Assets | $70,979 | $59,652 | $78,532 |
Long-term Assets | |||
Long-term Assets | $14,000 | $14,000 | $14,000 |
Accumulated Depreciation | $100 | $300 | $600 |
Total Long-term Assets | $13,900 | $13,700 | $13,400 |
Total Assets | $84,879 | $73,352 | $91,932 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $12,092 | $13,719 | $15,747 |
Current Borrowing | $33,344 | $16,684 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $45,436 | $30,403 | $15,747 |
Long-term Liabilities | $31,865 | $25,480 | $19,095 |
Total Liabilities | $77,301 | $55,883 | $34,842 |
Paid-in Capital | $50,000 | $50,000 | $50,000 |
Retained Earnings | ($55,750) | ($42,422) | ($32,531) |
Earnings | $13,328 | $9,891 | $39,620 |
Total Capital | $7,578 | $17,469 | $57,089 |
Total Liabilities and Capital | $84,879 | $73,352 | $91,932 |
Net Worth | $7,578 | $17,469 | $57,089 |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Birthday party A | 0% | $15,200 | $15,504 | $15,814 | $16,130 | $16,453 | $16,782 | $17,118 | $17,460 | $17,809 | $18,165 | $18,529 | $18,899 |
Birthday Party B | 0% | $21,600 | $22,032 | $22,473 | $22,922 | $23,381 | $23,848 | $24,325 | $24,812 | $25,308 | $25,814 | $26,330 | $26,857 |
Free Play with parents | 0% | $1,360 | $1,387 | $1,415 | $1,443 | $1,472 | $1,502 | $1,532 | $1,562 | $1,593 | $1,625 | $1,658 | $1,691 |
Membership fee | 0% | $1,500 | $1,545 | $1,591 | $1,639 | $1,688 | $1,739 | $1,791 | $1,845 | $1,900 | $1,957 | $2,016 | $2,076 |
Drop-in Playcare | 0% | $2,250 | $2,295 | $2,341 | $2,388 | $2,435 | $2,484 | $2,534 | $2,585 | $2,636 | $2,689 | $2,743 | $2,798 |
Total Sales | $41,910 | $42,763 | $43,634 | $44,523 | $45,429 | $46,355 | $47,299 | $48,263 | $49,247 | $50,251 | $51,275 | $52,321 | |
Direct Cost of Sales | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Birthday Paper Products | 10% | $3,680 | $3,754 | $3,829 | $3,905 | $3,983 | $4,063 | $4,144 | $4,227 | $4,312 | $4,398 | $4,486 | $4,576 |
Birthday foods and beverages | 7% | $2,576 | $2,628 | $2,680 | $2,734 | $2,788 | $2,844 | $2,901 | $2,959 | $3,018 | $3,079 | $3,140 | $3,203 |
Media Rental for Parties (movies, karaoke) | 13% | $4,784 | $4,880 | $4,977 | $5,077 | $5,178 | $5,282 | $5,388 | $5,495 | $5,605 | $5,717 | $5,832 | $5,948 |
CDs for Parties | $20 | $20 | $20 | $20 | $20 | $20 | $20 | $20 | $20 | $20 | $20 | $20 | |
Costume Rentals | 1% | $184 | $188 | $191 | $195 | $199 | $203 | $207 | $211 | $216 | $220 | $224 | $229 |
Cakes | 5% | $1,840 | $1,877 | $1,914 | $1,953 | $1,992 | $2,032 | $2,072 | $2,114 | $2,156 | $2,199 | $2,243 | $2,288 |
Subtotal Direct Cost of Sales | $13,084 | $13,345 | $13,612 | $13,884 | $14,161 | $14,444 | $14,732 | $15,026 | $15,327 | $15,633 | $15,945 | $16,263 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Carry Tayker | 2% | $1,026 | $1,036 | $1,046 | $1,057 | $1,067 | $1,078 | $1,089 | $1,100 | $1,111 | $1,122 | $1,133 | $1,144 |
Wanda Magic | 2% | $1,109 | $1,120 | $1,132 | $1,143 | $1,154 | $1,166 | $1,178 | $1,189 | $1,201 | $1,213 | $1,225 | $1,238 |
Manager | 5% | $3,167 | $3,167 | $3,167 | $3,167 | $3,167 | $3,167 | $3,167 | $3,167 | $3,167 | $3,167 | $3,167 | $3,167 |
Full-time child-care workers | 3% | $13,200 | $13,200 | $13,200 | $13,200 | $13,200 | $13,200 | $13,200 | $13,200 | $13,200 | $13,200 | $13,200 | $13,200 |
Part-time child-care workers | 3% | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 |
Future child-care employees | 3% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total People | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | 13 | |
Total Payroll | $22,502 | $22,523 | $22,545 | $22,566 | $22,588 | $22,611 | $22,633 | $22,656 | $22,679 | $22,702 | $22,725 | $22,749 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $41,910 | $42,763 | $43,634 | $44,523 | $45,429 | $46,355 | $47,299 | $48,263 | $49,247 | $50,251 | $51,275 | $52,321 | |
Direct Cost of Sales | $13,084 | $13,345 | $13,612 | $13,884 | $14,161 | $14,444 | $14,732 | $15,026 | $15,327 | $15,633 | $15,945 | $16,263 | |
Other Costs of Sales | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | $50 | |
Total Cost of Sales | $13,134 | $13,395 | $13,662 | $13,934 | $14,211 | $14,494 | $14,782 | $15,076 | $15,377 | $15,683 | $15,995 | $16,313 | |
Gross Margin | $28,776 | $29,368 | $29,972 | $30,589 | $31,218 | $31,861 | $32,517 | $33,187 | $33,870 | $34,568 | $35,280 | $36,008 | |
Gross Margin % | 68.66% | 68.68% | 68.69% | 68.70% | 68.72% | 68.73% | 68.75% | 68.76% | 68.78% | 68.79% | 68.81% | 68.82% | |
Expenses | |||||||||||||
Payroll | $22,502 | $22,523 | $22,545 | $22,566 | $22,588 | $22,611 | $22,633 | $22,656 | $22,679 | $22,702 | $22,725 | $22,749 | |
Marketing/Promotion | $333 | $333 | $333 | $333 | $333 | $333 | $333 | $333 | $333 | $333 | $333 | $333 | |
Depreciation | $8 | $8 | $8 | $8 | $8 | $8 | $8 | $8 | $8 | $8 | $8 | $8 | |
Rent | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | |
Utilities | $1,200 | $1,212 | $1,224 | $1,236 | $1,249 | $1,261 | $1,274 | $1,287 | $1,299 | $1,312 | $1,326 | $1,339 | |
Insurance | $483 | $483 | $483 | $483 | $483 | $483 | $483 | $483 | $483 | $483 | $483 | $483 | |
Payroll Taxes | 15% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other | $333 | $333 | $333 | $333 | $333 | $333 | $333 | $333 | $333 | $333 | $333 | $333 | |
Total Operating Expenses | $29,860 | $29,893 | $29,927 | $29,961 | $29,996 | $30,030 | $30,065 | $30,101 | $30,136 | $30,173 | $30,209 | $30,246 | |
Profit Before Interest and Taxes | ($1,084) | ($526) | $45 | $628 | $1,223 | $1,831 | $2,452 | $3,086 | $3,734 | $4,396 | $5,071 | $5,762 | |
EBITDA | ($1,076) | ($517) | $53 | $636 | $1,231 | $1,839 | $2,460 | $3,094 | $3,742 | $4,404 | $5,080 | $5,770 | |
Interest Expense | $719 | $703 | $687 | $671 | $655 | $639 | $623 | $607 | $591 | $575 | $559 | $543 | |
Taxes Incurred | ($541) | ($369) | ($193) | ($13) | $170 | $357 | $549 | $744 | $943 | $1,146 | $1,354 | $1,566 | |
Net Profit | ($1,262) | ($860) | ($450) | ($31) | $397 | $834 | $1,280 | $1,735 | $2,200 | $2,674 | $3,158 | $3,653 | |
Net Profit/Sales | -3.01% | -2.01% | -1.03% | -0.07% | 0.87% | 1.80% | 2.71% | 3.60% | 4.47% | 5.32% | 6.16% | 6.98% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $41,910 | $42,763 | $43,634 | $44,523 | $45,429 | $46,355 | $47,299 | $48,263 | $49,247 | $50,251 | $51,275 | $52,321 | |
Subtotal Cash from Operations | $41,910 | $42,763 | $43,634 | $44,523 | $45,429 | $46,355 | $47,299 | $48,263 | $49,247 | $50,251 | $51,275 | $52,321 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $41,910 | $42,763 | $43,634 | $44,523 | $45,429 | $46,355 | $47,299 | $48,263 | $49,247 | $50,251 | $51,275 | $52,321 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $22,502 | $22,523 | $22,545 | $22,566 | $22,588 | $22,611 | $22,633 | $22,656 | $22,679 | $22,702 | $22,725 | $22,749 | |
Bill Payments | $10,487 | $20,425 | $21,326 | $21,769 | $22,222 | $22,684 | $23,156 | $23,637 | $24,129 | $24,630 | $25,142 | $25,665 | |
Subtotal Spent on Operations | $32,988 | $42,948 | $43,871 | $44,336 | $44,810 | $45,295 | $45,789 | $46,293 | $46,807 | $47,332 | $47,867 | $48,414 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $1,388 | $1,388 | $1,388 | $1,388 | $1,388 | $1,388 | $1,388 | $1,388 | $1,388 | $1,388 | $1,388 | $1,388 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $532 | $532 | $532 | $532 | $532 | $532 | $532 | $532 | $532 | $532 | $532 | $533 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $34,908 | $44,868 | $45,791 | $46,256 | $46,730 | $47,215 | $47,709 | $48,213 | $48,727 | $49,252 | $49,787 | $50,335 | |
Net Cash Flow | $7,002 | ($2,105) | ($2,157) | ($1,733) | ($1,301) | ($860) | ($410) | $50 | $520 | $999 | $1,488 | $1,986 | |
Cash Balance | $72,002 | $69,897 | $67,740 | $66,007 | $64,706 | $63,846 | $63,436 | $63,486 | $64,006 | $65,005 | $66,493 | $68,479 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $65,000 | $72,002 | $69,897 | $67,740 | $66,007 | $64,706 | $63,846 | $63,436 | $63,486 | $64,006 | $65,005 | $66,493 | $68,479 |
Inventory | $1,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Assets | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 |
Total Current Assets | $68,500 | $74,502 | $72,397 | $70,240 | $68,507 | $67,206 | $66,346 | $65,936 | $65,986 | $66,506 | $67,505 | $68,993 | $70,979 |
Long-term Assets | |||||||||||||
Long-term Assets | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 | $14,000 |
Accumulated Depreciation | $0 | $8 | $17 | $25 | $33 | $42 | $50 | $58 | $67 | $75 | $83 | $92 | $100 |
Total Long-term Assets | $14,000 | $13,992 | $13,983 | $13,975 | $13,967 | $13,958 | $13,950 | $13,942 | $13,933 | $13,925 | $13,917 | $13,908 | $13,900 |
Total Assets | $82,500 | $88,493 | $86,380 | $84,215 | $82,474 | $81,164 | $80,296 | $79,878 | $79,920 | $80,431 | $81,422 | $82,901 | $84,879 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $0 | $9,176 | $9,843 | $10,048 | $10,257 | $10,470 | $10,687 | $10,910 | $11,137 | $11,368 | $11,604 | $11,846 | $12,092 |
Current Borrowing | $50,000 | $48,612 | $47,224 | $45,836 | $44,448 | $43,060 | $41,672 | $40,284 | $38,896 | $37,508 | $36,120 | $34,732 | $33,344 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $50,000 | $57,788 | $57,067 | $55,884 | $54,705 | $53,530 | $52,359 | $51,194 | $50,033 | $48,876 | $47,724 | $46,578 | $45,436 |
Long-term Liabilities | $38,250 | $37,718 | $37,186 | $36,654 | $36,122 | $35,590 | $35,058 | $34,526 | $33,994 | $33,462 | $32,930 | $32,398 | $31,865 |
Total Liabilities | $88,250 | $95,506 | $94,253 | $92,538 | $90,827 | $89,120 | $87,417 | $85,720 | $84,027 | $82,338 | $80,654 | $78,976 | $77,301 |
Paid-in Capital | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 | $50,000 |
Retained Earnings | ($55,750) | ($55,750) | ($55,750) | ($55,750) | ($55,750) | ($55,750) | ($55,750) | ($55,750) | ($55,750) | ($55,750) | ($55,750) | ($55,750) | ($55,750) |
Earnings | $0 | ($1,262) | ($2,123) | ($2,572) | ($2,603) | ($2,206) | ($1,372) | ($92) | $1,643 | $3,843 | $6,517 | $9,676 | $13,328 |
Total Capital | ($5,750) | ($7,012) | ($7,873) | ($8,322) | ($8,353) | ($7,956) | ($7,122) | ($5,842) | ($4,107) | ($1,907) | $767 | $3,926 | $7,578 |
Total Liabilities and Capital | $82,500 | $88,493 | $86,380 | $84,215 | $82,474 | $81,164 | $80,296 | $79,878 | $79,920 | $80,431 | $81,422 | $82,901 | $84,879 |
Net Worth | ($5,750) | ($7,012) | ($7,873) | ($8,322) | ($8,353) | ($7,956) | ($7,122) | ($5,842) | ($4,107) | ($1,907) | $767 | $3,926 | $7,578 |
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Entertainment and media is a business category with room for every passionate entrepreneur. Why?
Everyone enjoys going out, enjoying themselves, and sharing new and unique experiences with their loved ones; we’re not seeing it change anytime soon.
Whether planning to start an amusement park, a theatre, or a skating rink—there’s ample growth potential as long as you have a solid business plan.
This library of entertainment, recreation, and media business plan examples here can inspire and guide you as you begin to plan your business. So, we got you covered on that part.
Believe it or not, using an industry-specific business plan example is the best and probably the quickest way of writing a business plan.
Doubt it? Hold, this may change your perception; an extended list of the benefits of using an industry-specific business plan template.
These were the benefits; let’s briefly discuss choosing a media or entertainment business plan template that best suits your business niche.
This category itself has 30+ business plan templates for various entertainment and recreational businesses. With many similar business types and templates, you may not find the most suitable one through manual scrolling.
Here are the steps to consider while choosing the most suitable business plan template.
Are you going to open a massive amusement park for children? a sports complex for athletes? Or a family entertainment center for all?
Asking yourself these questions will help you identify your business type, which will help in choosing a niche-specific business plan template.
Once you identify your business type, you can choose between templates for different business segments.
We have an in-built search feature, so you can easily search for a business-specific template using your business type as a key term(e.g., media company business plan pdf). Once you have the search results, choose the most suitable one. Simple as that.
Look closely at the content of the sample business plan you are considering. Analyze its sections and components to identify relevant as well as unnecessary areas.
Since all the Upmetrics templates are tailored to specific business needs, there won’t be many fundamental customizations. However, a hybrid business model targeting multiple customer segments may require adjustments.
For instance, if you plan to start a golf stimulator that also includes activities like bowling alley, skating rink, and arcade—you may need to make necessary adjustments to your business plan sections depending on your service offerings.
No big deal—you can view and copy sections from other business plan examples or write using AI while customizing a template.
That’s how you find and select the most suitable entertainment business plan template. Still haven’t found the perfect business plan example? Here’s the next step for you.
Discover Upmetrics’ library of 400+ customizable business plan templates to help you write your business plan. Upmetrics is a modern and intuitive business planning software that streamlines business planning with its free templates and AI-powered features. So what are you waiting for? Download your example and draft a perfect business plan.
To start a family entertainment center or family fun center , you should have a clear idea of the kind of business you want to have. Arriving at this decision means that you have already taken into consideration the market population, competition, real estate, drive times, demographics, and other factors at the location you are eyeing. You can check these in detail in our complete guide .
Depending on what you have gathered in your initial analyses of the factors surrounding your business venture, you now probably have an idea if you are leaning towards an indoor family entertainment center, outdoor, or a mix of both. The question now is what kind of entertainment space is appropriate and feasible for you?
Get inspiration from these top family entertainment center facilities:
According to IAAPA’s 2020 Benchmark Series Survey on family entertainment centers, arcades and video games are the most common attractions for FECs. In the same study, it is also found that arcade games represent top revenue sources, tapping into different age groups, so a video game arcade business is really a no-brainer. Should you opt to open a different kind of FEC though, you can always consider adding arcade games to your floor plan. You can leave it unmanned with self-service kiosks as your employees to lower your expenses.
You can never go wrong with a couple of lanes in your FEC if you want to draw in the entire family as your target market. Bowling also attracts larger groups of customers, and revenue streams can go from play times, shoe rentals, and F&B offerings.
A mini-golf course is another family magnet that can cater to all age groups. If you have a lot of real estate for your FEC, either an indoor or outdoor miniature golf course can do you good. According to a professional group of business advisors, opening this kind of business will rack up around $500,000 for land lease and improvements, décor, architectural plans, insurance, basic equipment, POS/ticketing/redemption systems , and golf equipment.
In the IAAPA survey mentioned earlier, toddler areas and facilities like inflatables, indoor playgrounds, and ball crawl rank third among top revenue sources for FECs. You can also offer party or event spaces, food and beverages, and areas where adults can have fun while their kids are in the zone.
For an FEC like this, because the experience is highly immersive, investment in the design, aesthetics, and gameplay is crucial to your success. Building a winning laser tag arena calls for a professional sync of lights, sound, voice, and other factors that will create a competitive and fun environment for customers. You can consult a design consultant to help you make the magic happen.
Another fun-for-the-whole-family FEC, a trampoline park promotes fun and healthy activities for both kids and adults. Unlike arcades and other simpler FEC types, trampoline parks should take particular interest in optimal guest safety. This means that insurance is one of the most important costs for opening this kind of business in case something goes sideways.
Ziplines, rope courses, go-kart tracks, paintball arenas, batting cages, bumper boats and cars, and rock climbing walls are some of the most popular participatory outdoor facilities you can consider for your business. Complement outdoor adventure offerings with a curated selection of indoor attractions like arcade games, food service varying from vending machines to mini restaurants, and you’re good to go!
To offer party or events bookings at your venue, allot some real estate to accommodate a certain maximum capacity of guests you have in mind. This will draw different segments to your FEC like families, corporate gatherings, and school activities, giving your business a high-revenue activity during usual low-revenue periods. Tie the bundle up with game passes for indoor activities and attractions, food packages, and loyalty promotions to seal the deal.
No matter what kind of FEC you choose to push through, you can make your business concept a solid idea by drafting your market feasibility study and FEC business plan .
Topics: Blog , How to , Attractions , Arcades , Family Entertainment Centre , Laser Tag , Bowling Centre , Skate Rinks , NASA , EMEA , APAC
Related posts, what are good interview questions to ask when hiring a general manager.
If you are looking for how to hire a general manager for family entertainment center business, you must prepare a set of interview questions for your prospective candidates to assess if they are the right person for the job. This will also enable you to check if an applicant is a good fit for your company culture, your team, and your business. To help you ask the right questions that generate the answers and outcomes that you hope for, we talked to Embed's very own Kash Ahmad, Chief Management Consultant in Operations at NASA. Ahmad has over 25 years of extensive experience in the amusement and hospitality industry, including recruiting general managers for top family entertainment centers in the business. Choosing the right general manager for your FEC is crucial to ensure that your company culture has a steady footing: "A good leader can make all the difference. Different employees work differently depending on the manager. Taking the time to make the right selection for the manager you’re going to bring on board is essential. If you bring in the wrong person who doesn’t believe in your culture or plan, does not care about your employees, or doesn’t care about the business that much, it can really move your culture backward," emphasizes Ahmad.
Talent can come from everywhere. However, finding a culturally good fit for your family entertainment center's general manager can be quite a challenge. Company culture and values carry great weight in choosing leaders such as GMs for your team. Settling for just anybody can discourage good employees, run guests out the door, and cripple the energy to go to work. This is one of the reasons why you have to take into consideration where you scout for this role. Before you can start, you have to be prepared with some of the key aspects of the job hunt, such as the general manager's role, responsibilities, and the required skills and characteristics. To help you search for the right place for your FEC's next leader, we talked to recruitment and hospitality veterans David Curtis, Senior Director of Talent at Dave & Buster’s, and Beth Standlee, CEO & Founder at TrainerTainment. Here's where you can pool prospects for your FEC's general manager:
Looking for how to hire a general manager for your family entertainment center? There are specific skills, qualities, and characteristics that you need to be on the lookout for. Whether you have a mom-and-pop FEC or are already scaling into a chain, hiring a general manager is necessary and beneficial to keep your daily operations in check, your staff in their best professional shape for your guests, and your business in its most innovative and successful form yet. To help you on your talent acquisition journey for this vital role, we talked to David Curtis, Senior Director of Talent at Dave & Buster’s, Beth Standlee, CEO & Founder at TrainerTainment, and Embed's very own Kash Ahmad, Management Consultant in Operations at NASA. According to our industry experts, the following are the non-negotiables when it comes to hiring a general manager:
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Helping family entertainment center developers find and secure their funding with a professionally prepared fun center business plan.
If you are looking for some business planning help with you fun center startup, laser tag center or indoor playground business plan, we have the answer in our fun center business plan package. The Family Entertainment Center website is part of the FEC Network of amusement business resources for fun centers, indoor party centers and laser tag attractions.
The body of the plans are written by a sales and marketing executive with 25 years experience in the Family Entertainment Center (FEC) industry and a list of completed fun center projects in seven countries around the world, including the USA, Canada, Asia, and Europe. The included Financial Statements have been developed in part by a CMA (Certified Management Accountant) and are based on current North American industry data.
The fun center business plan is simple to use, thorough and complete with everything you need to get your idea in front of potential funders, including a full set of amusement industry financial statements. For most of us, developing financial statements is a royal pain in the you-know-what ! We recognized this early on in the process of providing completed business plans for our customers.
This was the easiest to use, simplest thing we have found since starting our fun center research. Until we found this business plan, we had no idea what things would cost, how many visitors to expect or how much money we could earn. Highly recommend this FEC package. Carl & Ramona Preston, NJ
To help ease and simplify the task of completing this critical component of any business plan, the financial statements are user-friendly, yet comprehensive and accurate within today's amusement industry . As you modify your financial statements - your income and expenses, cashflow and revenue projections are automatically updated.
Simply follow the included guide-lines, add your local data to the Microsoft Excel spread sheets where indicated and watch your financial statements come to life! It's easy and simple to run a variety of multiple scenarios. Add activities, modify any component of your entire financial picture and see immediately how it could affect your operations; start-up costs and revenues. Its like having a Chartered Accountant reviewing your business plan as you work.
Children's entertainment center business plan sections & information.
This CEC Business Plan option - is perfect for new amusement developers who are looking to open an indoor party center, jump-n-bouce inflatable attraction, edutainment center, toddler play cafe, or similar business focused on ages 10 years and under. The children's entertainment center (CEC) plan includes the following sections and information:
Executive Summary Business Overview Industry Analysis and Trends Market Analysis Target Market Demographics Competitive Analysis Business Ownership and Management Location and Facility The CEC Product Staffing Requirements Attraction Mix Family Friendly Services Selling Prices and Cost Structure
Business Startup Costs Financial Assumptions and Projections Cashflow Year One Cashflow Year One to Five Income Statements Year One Income Statements Year Two Business Return on Investment Run Unlimited "What-if" Scenarios Project Your Staffing Costs Average Dollar Per Visit Spending Two Year Forecasts Includes Industry Averages Over 190 Individual Line Items
The Market Strategy Product Positioning Pricing Strategy Promotional Strategy Competitive Analysis Birthday Parties Group Events Web and Social Media Community Marketing Corporate Sponsorships Edutainment Growth Strategy Staff Training
Information contained within the plan and financial statements comes from several sources. First, information from the annual reports as published by IAAPA (International Association of Amusement Parks and Attractions).
Secondly, the resources and experience of the FEC Network team members. With close to 40 years combined experience in the fun center industry, we have helped many entrepreneurs design, build, open and successfully operate their own family entertainment centers. From Canada and the USA to Europe, the Middle East and Asia, we have had a hand in developing many successful fun centers. To ensure on-going accuracy within the plan, we communicate on a regular basis with existing owner/operators which provides a real-time monitor for the accuracy and relevance of the data included within each plan package.
A Microsoft Word document contains the body of the plan, along with a 6 page Microsoft Excel spread-sheet that contains all of your financial statements. All core information such as city, state, management team, local market data, etc is hi-lighted for easy modification. Simply fill-in the high-lighted areas with your own information - complete some local research and the plan is ready for distribution - its really that simple!
With 6 pages of financial statements, the total plan length is 28 pages - a perfect length for potential investors (see side-bar).
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A typical Investor reviews 500 business plans each year, perhaps more. Of those 500 business plans, the majority are filed, lost or disregarded. Reasons for this are numerous, but Investors commonly complain that many of the business plans they receive are thick, overly ponderous documents. Many Investors will reach for the thin business plans first, finding this strategy most appealing when sifting through several hundred candidates. The ideal length for a business plan, according to many Investors, is 25 pages, with appropriate appendices.
A side note.... Many Investors encourage management to write their own business plan, or at least be involved in the research and development of the plan opposed to hiring an outside professional. The management team needs to feel responsible for the contents of their business plan because they have to perform. Outsiders, such as an accounting firm, assisting a team with their plan, is fine but they should never write the entire document. Outsiders don't have to live up to the plan, management does.
This is a perfect reason for the use of an industry specific fun center 'template' plan. It gives you a solid accurate base to work from, but leaves enough local research and elbow grease to make you intimate with your plan and the local opportunity. Instead of starting at square one and working for 6 months or more, you can step in with a well written plan and spend a couple of weeks refining it for your business goals.
- Courtesy of Northwestern Capital Group
We had some of our own research already completed, but really needed a plan that showed us how to pull it all together. This fun center business plan worked perfect for our edutainment center, thank you! Suzanne Moore, CA
This business plan package is best suited for developers looking to start a full feature family entertainment center (FEC) project that offers multi-attractions for all age groups. The plan includes the following sections and information:
Executive Summary Business Overview Industry Analysis and Trends Market Analysis Target Market Demographics Competitive Analysis Business Ownership and Management Location and Facility The FEC Product Staffing Requirements Attraction Mix Family Friendly Services Selling Prices and Cost Structure
Primary Residential Population Population Demographics Visitor (tourist) analysis Total Estimated Population Percentage(%) of Age Breakdown Competitive Attractions Capacity Estimates Vehicle Parking Requirements Allocation of Interior Space Lease Cost Estimate Estimated Construction Costs Mezzanine Cost (optional laser-tag) Kitchen & Service Equipment Costs Booths, Tables & Seating Startup Costs Project Budget Birthday Parties Admissions Laser Tag Blacklight Minigolf VR Stations Other Attractions Games (coin-op and redemption) Group sales Food & Beverage Total Estimated Sales Operating Expenses as (%) Staff Schedule & Budget Staff Schedule & Proposed Staffing Total Salaries Expense to Income Analysis Year One P&L Year Two P&L Five Year P&L Five Year P&L Cumulative Profit & Loan Payment ROI Analysis
Both Fun Center Business Plan packages are built on current amusement industry data. A complete document with financial statements based on existing facilities in the North American market. For our International buyers, we offer the same plan and materials. Generally speaking family amusement here, is on a par with family amusement in most markets, outside of local food and beverage, some group and party demographics and service offering, we find our data and plans are compatible with projects elsewhere. * Unfortunatley, the plans are only available in english language. The written component of our business plan is provided in a professional, industry specific manner that can be presented to individual investors, or institutional investors, including the SBA. These are not fitness center plans or restaurant plan templates that need to be re-written to fit your amusement business.
We subscribe to various amusement industry reports, we speak directly with existing operators, we have spent time studying and monitoring fun centers and the indoor playground business from many diverse markets and communities and have taken that raw data and compiled it into an easy to use, accurate set of 'Linked' Microsoft Excel spread sheets and an editable Microsoft Word document that you can use immediately.
The Fun Center Business Plan package is available on-line for immediate download. No waiting - you can get working on the plan today! Once your purchase notification has been received, you will receive an instant reply confirmation email with your download links. Simply follow the email instructions to access and securely download the plan to your desktop.
Any problems, can't find or access the file - No worries, call the office direct we are here to help (604-755-7942)
This was the easiest way for me to finally get my business plan completed and move our project from dream to reality, thank you. Marina Guiertez, FL
Starting a children's indoor party center business? Our CEC business plan is your best choice for facilities focused on ages 10 years and younger. Indoor playground's tend to be the attraction of choice, along with parties, toddler play, food service and other age apropriate acticities and programs.
Starting a multi-attraction family entertainment, fun center business? Our FEC business plan is your best choice for facilities focused on all age groups. Attractions, food and beverage, party and group activities, build-out, staffing and more. Easy WORD document with XLS financials.
Download samples to compare both plans (email for both plans will be sent to you)
PLUG-AND-PLAY, OUR FUN CENTER BUSINESS PLAN PACKAGES WILL SAVE YOU HOURS OF TIME AND HEADACHE VS. STARTING FROM SCRATCH. AND AS A THANK YOU FOR YOUR BUSINESS... GET THESE ADDED BONUSES FOR FREE:
TOP 10 FEC MISTAKES TO AVOID Learn from those that have been here before. This 10 page ebook offers a quick review of the most common fun center mistakes made by those just starting out. A $29.95 retail value - Free with your fun center business plan!
STARTUP TIMELINE This 12 month startup timeline will help keep you focused on your goal. The things you must do along the way and at what point in the planning process important milestones need to b completed. An invaluable guide to help keep you and your project plan on track.
FUN CENTER FUNDING - RAISING CAPITAL The number one hurdle for most new business entrepreneurs - how to get funded. In this Raising Capital ebook, discover some of the alternative methods and options for funding your new fun center business, what bankers and other investment partners look for and how to identify if your project is better suited as an equity opportunity or a term loan.
As an accountant the financial data verified our own assumptions and research, but the word document was dynamite. I am not a writer and the plan saved me volumes of time and frustration - money well spent and highly recommended. Andy Sampson, ON
The Family Entertainment Center (FEC) plan is at the core of our Startup Academy program. An online, go at your own pace fully coached and mentored amusement business feasibility and planning program. If you find that you need a little more support, coaching and mentorship and business development assistance, we will refund you the purchase price towards enrollment in the complete Startup Academy program*.
You can learn more about Startup Academy at our sister site: Fun Center Academy We also offer two additional FEC business plan packages that include our complete library of guidebooks and the operating manuals and forms . More information on these other business plan packages can be found when you click on the "Order Now" button below.
No. To save our customers from having to rewrite the materials, rather than ship hard copies of the plan, the plans are available as immediate downloads and can be edited with any Word processor, and spreadsheet application.
No worries, we are available 6 days a week via email or telephone and love helping new amusement entrepreneurs with their project plans. You are welcome to reach out to us any time.
No. Our plans are standard Word and Excel format, compatible with either OS X or Windows. While you can view the materials on any device, plans are best used with your desktop computer, as modifcation and editing can be difficult on mobile.
Data for our fun center business plans comes from a variety of sources. We use information reported by the industry association IAAPA as well as data from Government sources, Commerce reporting and various trade magazines, and our own 29 years industry experience working with a variety of suppliers, operators and projects.
No. While our plans are thorough and a great tool for many, they are not for every project. Amusement carnivals, theme parks, stand alone bowling facilities, water parks, large scale multi-use projects and outdoor adventure parks are not appropriate. The core expertise of our plans are indoor projects offering multiple attractions, typically under 30,000 sqft. As well as smaller, community based party centers and edutainment centers.
Yes. However, there is no specific reporting data available exclusively for the Canadian market. Data from IAAPA is researched across many countries and reported in aggregate. That said, markets between the US and Canada are very similar with differences mainly coming from cultural service requirements, as opposed to attractions and traffic.
No. Materials on this site are available in English only.
The plans are updated as new market forces and/or relevant data appears. Our most current update is Q1, 2024.
...this is just a quick note to tell you that we purchased the Developers Package and happily, it's better than we thought it would be. The plan reads very professionsl and the financial statements are very thorough and easy to understand, and work as promised. It's always a stab in the dark purchasing on-line, but we feel it has been money well spent. Gina Ransome, IL
Fast, easy, secure payments by PayPal. No PayPal? No Problem! You can use any major credit cards to make your purchase.
* Refund towards the Startup Academy program is subject to project scope and current program enrollment. Talk to us for details.
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Office: 1+(604) 791-0028
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On the web since 1999, the FEC Network is the online amusement business resource for startups, owners, operators and suppliers.
FEC Network Inc. | 27-45957 Sherwood Drive | Chilliwack, BC., Canada V2R-5Y2 | 604.791.0028
Family entertainment centers: tips for generating profits in any weather.
CEO of APX Operating Co. dba Boomer Parks , a company focused on the family entertainment center, water park and amusement park sectors.
Weather can have a huge impact on the successful operation and bottom line of family entertainment centers. With hotter summers and more extreme weather , planning is key to profitability.
Excessive heat, torrential rain, snowstorms, wildfires resulting in poor air quality—the list goes on, as does the need for planning and preparation. As an Eagle Scout, my motto is “Be prepared,” and as the operator of multiple family entertainment centers (FECs), my team and I practice planning and preparation. This experience has shown me that being proactive impacts safety, staffing and sales. Here's what FECs need to keep in mind.
Many FEC operators look at bad weather and decide to close for the day instead of finding the silver lining in every cloud. FECs in Florida, for example, know that a passing rain shower is no big deal, so most folks go about their business. But in dry areas of California, inclement weather can paralyze those unfamiliar with driving in the rain. Monitor weather conditions, and be nimble. In my experience, most operators don’t cut staff quickly enough when bad weather is in the forecast for their area. When you see cancellations, cut staff and hours immediately.
But before shutting down completely, look first at how you can leverage the weather to your advantage. For example, chilly evenings are an opportunity to promote hot toddies by the fire pit or savoring drinks under the stars warmed by a cozy patio heater. Excessive heat is an invitation to come inside and enjoy icy, cool air conditioning in the arcade. Rainy days at home with the kids are no fun; get them out of the house and actively gaming in the arcade while you sip a beverage and supervise—everyone wins.
Any opportunity to position your FEC as a respite from the weather should be maximized to generate revenues. If you are not prepared, you will lose sales. Develop advertising and social media messaging templates in advance so you can quickly react to changing weather situations.
For FECS with an outdoor component such as miniature golf, kiddie rides, batting cages, go-karts or laser tag, begin by reviewing your assets. How can you deal with extreme heat? Shade trees are an option but require time to mature. Awnings, sunshades, umbrellas and shade sails can help cool areas on a permanent or semi-permanent basis, while an outdoor misting system or portable misters can help to keep guests and employees comfortable. Hydration stations stocked with cold drinks, along with a gift shop carrying personal fans, sunglasses, hats, umbrellas and sunscreen, are additional revenue streams. Guests won’t stay if they're too hot, so keep them cool.
Make sure your team members are properly hydrated and safe in excessive heat as well. Rotational shifts, extra water and cooling breaks, wick-away garments, reflective gear and lightweight uniforms can make a big difference in safety, comfort and performance. Inclement weather might require rain gear, while cold weather calls for heaters, windbreakers, jackets, heavier uniforms and proper footwear. Some of this branded gear can also be sold in your gift shop as fan swag and souvenirs.
Wildfires and poor air quality present both challenges and opportunities. When the air quality is bad, make sure your team members are safe and close unless your FEC has a big enough indoor component such as laser tag, video gaming or an arcade. These assets can be leveraged to offer comfortable indoor fun in a climate-controlled environment, so employ your pre-developed sales strategies and templates to advertise and promote an attractive and fun alternative on social media in real time.
For clear skies and smooth sailing in any weather, have a plan and a program in place. Develop strategies and tactics for everything from a sprinkle to a downpour, as well as plans for lightning, hurricanes and named storms that require securing anything that could float or blow away. Be proactive, monitor weather conditions and be ready to act quickly. Being prepared just might make you more profitable.
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Published Jul.12, 2016
Updated Apr.22, 2024
By: Jakub Babkins
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Table of Content
Starting up a media and entertainment industry business doesn’t only mean to start the production house for producing a variety of different items to simply earn the capital, but it requires a concentrated plan that can lead to the fulfillment of your vision. You must know that you are not just starting an entertainment industry business plan but a center that would provide professional services and a showbiz business. Here your business skills and performance decides your success.
You can take help from consulting services or agencies as they will guide you how to start and promote your entertainment industry business plan in media and entertainment industry. Consult magazines and internet to learn about the recent trends in the production and business. Information related to laws and taxes is another significant aspect that you should know before starting the production business. A sound knowledge and effective planning would help you to start a new business and grow it efficiently.
In the entertainment industry, media production is not the production of a single product. Entertainment and media is a very vast field and the productions options available are variable. You should select one or more productions like promotional products, educational television, news, dramas, films documentaries, music, etc. that you would like to work on before starting any entertainment or media entertainment business plan. You would then write a separate media production business plan for each intended production. Generally, your media entertainment industry business plan should include the answers of following questions:
Entertainment and media production and entertainment industry business is not an easy task, but you should think the industry you would like to work like news industry, music industry, the entertainment industry or any other. Think about your budget and time and select according to that. You may start with low cost consuming business and earn more budget and then spend it on any other business. You must build contacts in the media industry and other media related business. A good relationship with other media houses would help you to grow positively. Also, set your ethical standards for your business.
Below are some sample entertainment industry business plans for Video and Film Production, TV production and Music Production. Review the following sample entertainment business plans and tailor your own entertainment industry business plan as per the sample plans described.
The music recording and entertainment industry business is the cornerstone of the entertainment and media industry. Setting up a recording and production business is equally demanding as well as require money and time. Having ample knowledge about the business is important. Music Recording and production is the very tricky part of the entertainment industry because it requires heavy equipment. In the recent decade music production and recording witness a steady growth.
By setting up a music recording and production studio, you cannot only attract solo singers, bands but also large scale entertainment industry like drama industry, etc. It is important to write a good business plan for the entertainment industry before setting up the recording or production studio.
Firstly, you need to finalize the services you are going to provide along with the vision of the music entertainment business.
How to write the business plan for the music entertainment business.
After the vision and services have been finalized the following should be analyzed:
You should keep in mind about the level and competence of you competitors to excel in the media production business plan . You should take care of your employees to avoid any resignation from the professionals.
It is also important to develop the pricing strategy of you music studio. Some Music studio often charges by the hour and some of them charge a flat fee. You can develop different pricing packages for your clients.
You should understand the business structure of the studio to achieve your entertainment industry business plan. Also clearly define the responsibilities of the personnel engage in your business structure. Your entertainment industry business structure may include the following:
A good business structure in important for any business. Also, focus on the work environment. A good family and collaborative work environment would help you to avoid workplace conflicts and improve the quality of production and business. You can get this by proper application of rules and regulations.
Thus, setting up a music production and recording studio needs proper well-defined paperwork. This sample entertainment industry business plan will help you in writing an effective plan that will act as a roadmap for future. An effective media production business plan is a key to your success in your business in the media industry. You can develop your entertainment industry business plan yourself or hire consultancy services. The entertainment industry is incomplete without music houses and in recent decade advancement in sound technology has opened new directions for the artists. Following the above-given sample plan will help to achieve your better results in your entertainment industry business plan.
Film and video production is another pillar of the television entertainment industry and a good business opportunity for the new comers. These days different TV channels have launched their private drama channels as well as making their films thus increasing chances of business.
If you are thinking of starting your video entertainment business, it’s a brilliant idea to earn, but have you done all paperwork for this? Do you understand the financial and legal issues related to film production? You also need to know that selection of film and video to be produced by you will be closely linked with the growth of production house and business. Here is a sample of what you should include in your business plan for video production.
Your entertainment industry business plan should cover all the key elements that are necessary for setting up a film production house. Following key points should be included in the business plan for the Video Production:
Thus, business related to film and video production is a difficult task. A proper business plan for video production indicating each detail can help you to avoid any many challenges. A good story to well execution demand a well paper work. You must remember that providing entertainment to the audience is your key responsibility, so your media production business plan is key to your success. This video production company business plan would help you to customize your plans for the future and get more customers from the media and entertainment industry.
TV production is a brilliant idea for the business. Small investors can easily manage to start this business. You can reach many people in a short time via TV and can also convey your thoughts to local people and also to the people living across the border. TV can communicate your message through sight, sound and motion to have an immediate impact on the audience. You can package good programs and earn millions of dollars from the show sponsors. Successful TV production is a creative work, and most of our entertainment programs are broadcasted through TV. TV production is not only the source of entertainment but also a source of information in the electronic and digital world.
These days many TV stations and channels are working in the TV business and trying to compete. They are launching many different channels on various types of content like news, sports, dramas, etc. and looking for content and production. Firstly you need to decide which TV shows you would like to produce. The production option for the TV shows are as follows:
The above Sample business plan for TV production would help you to learn the following:
So, you can start a good business through TV production. A good production would increase your chances of getting hired by big TV stations and grow business. Think of creative and new ideas to produce TV programs related to the new idea.
Business in media and entertainment industry is all about production and promotion. Both print and electronic media try to compete with each other regarding production and promotion.
If you have money and want to start a new business, spending in the media and entertainment industry is worth spending. This industry would broaden the chances of your success and fame. Entertainment and media industry operates through news, documentaries, films, advertisements and marketing items. You can make capital and enhance revenue of your business through starting investing in either production or selling of the advertisement items
Promotion of any business involves
Promotion is what how you communicate about your business to others. Promotion of the production further includes advertisements, developing and building relations along with sale of the production. It is good to work on the promotion of the production to earn more. The best ways to promote business is through the marketing items. The trend of the promotional product is growing day by day.
Billions are invested on the production of promotional products these days in America on items like T-shirts, pens, hats, etc. These products are given away along with the other main products to increase the value and business. Spending a small amount on the production of promotional items for your media production business plan will actually help to earn more. In actual, manufacturing and production of promotional products is not a big game, but to market, these promotional products are the real one. This business requires good communication, sales and marketing skills. Attracting attention through effective communication, making people recognize your brand and sticking with your brand is what you can do with the effective promotion of products. You can promote a favorable image of your production and brand and grow business. After the successful promotion of any product, you can increase your target audience and expand your products.
To start your business of promotional products you should where you are exactly located and take advantage of your locality. You can enter the promotional product business for media and entertainment industry in two different ways. Here are these two options.
The right entertainment industry business plan will be a guideline for you to follow through each step of your business. The right plan is essential for making the business success. Here is a sample entertainment industry business plan for promotional products:
Here are a few tips for starting a promotional product business:
Whether you are producing news, dramas, films, etc., you must keep in mind few general guidelines. Equipment takes the time to setup and similarly break down of equipment. You should estimate this time before going to any locations. Electronic devices need a power supply like lighting and cameras. You should keep this in your mind when going for outdoor shooting. You need to take prior permission from the government of local governing body for outdoor shooting and agreements needed to be done. You should select places without ambient noises. Site surveying is a good option as you can resolve any sight issues before production.
Check out the credentials of our media production business plan consultants and read through our library of sample entertainment industry business plans. One of the main attributes that set OGSCapital apart from the crowd is that we are a team of professionals who are not only focused on making money but helping our clients succeed in establishing their businesses. When you contact us, we will carefully listen to your needs and expectations and come up with an ideal strategy on how to craft the media production business plan or improve your business operations. To meet diverse clients’ needs and maintain a high quality level, we do not use templates. Instead, we take our time and use our resources to create a customized entertainment industry business plan for each of our clients. We have excellent time management skills, so you can be sure that we will complete writing the business plan on time. You can count on OGSCapital to scale your business to greater heights by providing you with professional business consultancy and business plan writing services. Fill out the form below to get in touch with our able and trusted customer care support team.
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OGS capital professional writers specialized also in themes such as bowling alley business plan , business plan for bouncy castle , nightclub business plans , starting paintball business , business plan for hotel and resort , roller skating rink business plan and many other business plans.
OGSCapital’s team has assisted thousands of entrepreneurs with top-rate business plan development, consultancy and analysis. They’ve helped thousands of SME owners secure more than $1.5 billion in funding, and they can do the same for you.
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The City of Saskatoon has unveiled its new vision for a Downtown Event and Entertainment District (DEED) in the central business area, a once-in-a-generation revitalization project that is part of a blueprint to re-envision the core as a focal point for commerce, tourism, services and entertainment.
The plan, which has been years in the making, will reshape the heart of Saskatchewan’s largest city and feature a new event centre/arena, convention centre, renovated theatre, and public realm design that draws on the prairie landscape and embraces the identity of surrounding Indigenous communities.
The goal is to create an urban space and amenities for those who want to live in the core of the city as well as public spaces that are connected to other parts of the downtown, businesses and rapid transit.
“The inspiration came from Saskatoon and its place in nature, in community and in the world,” explained Dan Willems, the city’s director of technical services. “The intent is to showcase Saskatoon’s past, present and future identity through design, while also improving streets and existing public spaces.
“The district will honour, highlight and prioritize Indigenous and Saskatoon storytelling, and will be designed to create an ‘outdoor living room,’ where people from all over the city and visitors can gather.”
A number of important public spaces are included in the conceptual design, including an outdoor concert terrace and pavilion, a gateway plaza at the entrance of the event centre/arena that can be used for public programing, and a linear courtyard that will create an intimate, semi-enclosed space.
“By integrating a mix of supportive uses and a welcoming public realm into the district, both residents and visitors will find many reasons to linger and enjoy all that downtown has to offer, encouraging earlier arrivals and later stays, diffusing trips across downtown over many hours, and making trips by all modes of transportation easy and convenient,” Willems said of the conceptual design.
Presently there is a surface parking lot and low-rise office buildings at the site. Stantec is the prime consultant on the project.
Renderings of the district show a massive event centre/15,300-seat arena that will feature an element called The Window, an expansive skylight crowning the upper concourse that will wash the interior with daylight and offer views of the prairie sky. Another 2,100 seats could be added to the upper bowl.
A large convention centre with an expansive three-storey entranceway will be situated opposite the event centre. The upper levels of the building are more transparent, with a view of the sky. At night and during dark winter days, the light from inside will make the structure resemble a lantern. The materials and colours will take cues from the landscape and the region’s ever-changing seasons.
Between the two structures will be a plaza and pedestrian corridor.
Local First Nations and Métis elders have been significantly engaged in the design process and Indigenous art and cultural elements will be woven into the fabric of the project. The elements will celebrate local Indigenous communities and incorporate Indigenous activities and designs such as dance and music, smudging ceremonies and pow wows.
The district is being designed for a range of weather and seasons and will connect to existing destinations in the area such as 2 nd Avenue, 21 st Street and the river valley.
The public spaces of the core are intended to be functional and inviting at all times of year, taking advantage of buildings to shield users from cold northern winds, benefiting from solar access in different locations and using dynamic lighting concepts to brighten up the night.
There will also be a community park play area, a splash pad, linear park and reinforced grass in a large open lawn area to accommodate large crowds, prevent compaction and enhance permeability.
The journey towards reinvigorating the core began in 2017 with a report on the aging state of the SaskTel Centre. A market analysis presented to Saskatoon’s governance and priorities committee concluded both SaskTel Centre and TCU Place were nearing the end of their useful lives and recommended that city council consider the downtown district for a replacement event centre/arena.
The city faced a choice between renovating existing structures or taking a leap and building new to inject vibrancy into the downtown. Council chose the latter.
A statement issued by Saskatoon notes it is a critical moment for the city.
“If Saskatoon is going to remain competitive nationally and internationally and be able to attract new people and businesses to continue to stay strong and grow, then change is necessary,” the city says. “The risk of not moving forward has potential long-term economic and social impacts for Saskatoon.”
A budget for the project has not yet been released.
The procurement process for a potential private partner is underway. A request for proposals has gone out to attract a partner to provide operations management and contribute funding to the development of the project. Proponents were prequalified through a request for qualifications process.
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Comm Datuk Rusdi Mohd Isa (left) speaking at the press conference as new Putrajaya OCPD ACP Aidi Sham Mohamed. - Photo: Bernama
KUALA LUMPUR: Eight more individuals have been arrested by police in connection with a fight and rioting incident at an entertainment centre in Pudu, Kuala Lumpur on Saturday (Aug 10).
This brings the total number of arrests to 12 individuals related to the incident.
Kuala Lumpur police chief Comm Datuk Rusdi Mohd Isa said the suspects, aged between 20 and 40 years old, are on remand to facilitate the investigation.
Based on a preliminary investigation, the incident broke out following a misunderstanding over business and debts, he told a press conference after a ceremony for the handing over of duties to the new Putrajaya OCPD Asst Comm Aidi Sham Mohamed, formerly the Port Dickson OCPD.
ACP Aidi Sham replaces Senior Asst Comm A. Asmadi Abdul Aziz, who has been transferred to Bukit Aman.
Comm Rusdi said the police have opened two investigation papers over the incident, which involved rioting and shooting.
"We are still looking for the remaining suspects,” he said.
According to him, police arrested four men on Sunday (Aug 11) in connection with a fight that broke out between a group of people at an entertainment centre in the Pudu area.
The police also found three bullet casings and two live bullets at the scene.
The investigation is being conducted under Section 148 of the Penal Code and Section 39 of the Arms Act 1960, he said.
In another development, Rusdi said police were completing investigation papers regarding an article alleging imminent transfers involving senior officials within the Royal Malaysia Police.
"We have recorded the statements of three journalists,” he said. – Bernama
Tags / Keywords: Kuala Lumpur , Rioting , Pudu , Entertainment Centre , Fight , Police , Arrests , Dispute , Rusdi Mohd Isa , Penal Code , Arms Act , Aidi Sham Mohamed , Bukit Aman Transfers
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Two popular central Pennsylvania businesses are planning to have new offerings in Centre County this fall.
Big Springs Spirits, the Bellefonte-based distillery, posted on Facebook that it will soon open have its cocktails available in downtown State College. The business posted about a partnership with Scholar Hotel at 205 E. Beaver Ave but no other details were provided.
The post did not have an official opening date but did say it would be “just in time for football season.”
Big Springs distills its own vodka, tequila and other spirits in-house. The Bellefonte location also offers cocktail-making classes and tours of the distillery.
The Meadows, a popular Duncansville based frozen custard shop , announced this week that it plans to open its first location in Centre County. The Meadows of Happy Valley posted an announcement on its new Facebook page about the shop’s upcoming location at 2934 Benner Pike in Bellefonte, next to Troy’s Philadelphia-Style Hoagies.
No additional information was posted and the owners could not be reached for comment.
Other Meadows locations include Huntingdon, Greenwood and Clearfield.
After a series of theatrical misfires, Disney wants to turn misery into magic by doing what it does best: capitalizing on its already beloved franchises.
Crowds gathered at the Honda Center in Anaheim, California, this weekend to attend D23: The Ultimate Disney Fan Event . The biennial expo has become the ultimate fandom experience for enthusiasts who love Marvel, Star Wars, Pixar, 20th Century Studios, and everything else Disney owns.
On Friday, Disney CEO Bob Iger attended the expo, walking onto the main stage to thunderous applause from the audience. It was an uncharacteristic appearance from Iger, who hadn't attended the event since 2019 when Disney was aglow with praise for box-office hits like "Avengers: Endgame" and "Toy Story 4."
But times have changed.
For years, Disney bolstered its reputation as an entertainment heavyweight that could deliver successful films over and over again. "Frozen" grossed $1.3 billion worldwide in 2013, while its sequel surpassed that at $1.4 billion. Other popular franchises like "Avatar" made more than $5 billion across two films, and Marvel Studios' last installment of the "Avengers" series made $2.7 billion.
Then, Iger retired in 2021, and so did Disney's undeniable reign at the box office.
Although films like "Guardians of the Galaxy Vol. 3" surpassed $845 million worldwide, others like "The Marvels" and "Wish" fell below expectations. Those films earned $206 million and $254 million worldwide, respectively.
Disney began sliding away from its billion-dollar benchmark, prompting executives to pivot their strategy and coax Iger out of retirement to again helm the company in 2022.
Iger acknowledged the stark reality in a 2023 earnings call , saying the COVID-19 pandemic hurt the company's plan to ratchet up its project output.
"And I've always felt that quantity can be actually a negative when it comes to quality. And I think that's exactly what happened. We lost some focus," Iger said.
Iger then floated Disney's life raft: prequels and sequels.
"I feel really optimistic about the slate going forward, which is going to be a balance between some really strong sequels to some very, very popular titles, as well as some good original content," he said.
Disney has already found success in 2024 by mining its existing stories.
"Inside Out 2" was a success this summer, grossing $1.4 billion so far. "Deadpool & Wolverine," the third in the Marvel franchise, is nearing the $1 billion mark less than a month after its July release.
Related stories
At D23, fans were introduced to a slate of new projects based on Disney's old IP, including "Moana 2" and a "Lion King" prequel titled "Mufasa."
Here are all the prequel and sequel films Disney has on its docket.
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Our AI Creates Your Entertainment Business Plan, Wows Investors & Improves Your Strategy! Simply Answer 17 Easy Questions & Our AI Writes Your Entertainment Business Plan For You
Download Template. Create a Business Plan. Due to its capacity to provide a single location for a range of activities, such as arcade games, laser tag, mini-golf, go-karts, and more, the FEC business has been expanding steadily in recent years. If you want to open one, you will need precise planning, market research, and a business plan.
Your operations plan should have two distinct sections as follows. Everyday short-term processes include all of the tasks involved in running your family entertainment center business, including answering calls, scheduling employees' shifts, processing customer payments, and monitoring the park for safety.
Business Overview. Playtopia Family Fun Center is a startup family entertainment center located in Pittsburgh, Pennsylvania. The business is founded by Jess Masters, a former manager of a franchise family entertainment center for ten years. Jess made multiple contacts while networking with executives in the Pittsburgh area, who have championed ...
The Significance of a Business Plan for Your Family Entertainment Center Business. A well-structured business plan is a foundational document for your family entertainment center (FEC) business. It serves multiple crucial purposes: Financing and Investor Attraction: A business plan is vital when seeking financing or investors.
In this in-depth checklist, we'll help you identify all of the things you need to create a robust business plan for your FEC. 1. Executive summary: the gateway to your FEC's vision and mission. Business overview: include a compelling narrative that encapsulates your FEC's essence, outlining the unique experiences it offers and the target ...
1. Perform market analysis. Starting a family entertainment center (FEC) requires a deep understanding of the market to ensure your business meets the needs and preferences of your target audience. A thorough market analysis will help you identify trends, assess competition, and determine the most promising opportunities for your FEC.
Media, dance, sports, games, and music covers just a few of the entertainment options available today. And whether it's a tried and true establishment such as a bowling alley or a modern attraction such as VR experiences, a business plan is necessary to find success. Check out our entertainment sample plans and ensure your new business ...
We expect this trend to continue as the entertainment center market continues to expand. According to Allied Market Research, the family entertainment center industry was valued at $30.9 billion last year and is expected to grow at a compound annual growth rate (CAGR) of 11.5% over the next five years.
The arcade can be the most profitable part of your business, so your layout and design must make the most of your space. Here are some quick numbers to give you an idea of the investment. Average Per Game Budget: $12,000-$15,000 *. Average Per Game Revenue: $250/Week *.
ed in them your entire life. Mini-golf courses, laser tag centers, go-kart tracks, zip lines, and bowling alleys are all examples of diferent family ent. rtainment centers (FEC's). Spaces have evolved into exciting experiences that have elevate. the entertainment industry. With modern designs and innovative concepts, there is so much more to c.
From venue to revenue. Starting a family entertainment center business includes various steps to success. Before taking that first step, it is imperative to understand how a venue will generate income for your intended business. Guest spending may consist of the following: Admission fees. Food and beverages.
Cost for hiring Business Consultant - $5,000. Insurance (general liability, workers' compensation and property casualty) coverage at a total premium - $30,800. Cost of accounting software, CRM software and Payroll Software - $3,000. Cost for leasing facility for the family and recreation facility - $500,000.
Here are a few steps to get your family entertainment center business plan started: 1. Conduct a feasibility study. Unlike other businesses, an FEC's success is largely reliant on its real estate and location. A solid feasibility study becomes a steady foundation for the business plan. It should be location and market specific, and cover the ...
1. Describe the Purpose of Your Family Entertainment Center Business. The first step to writing your business plan is to describe the purpose of your family entertainment center business. This includes describing why you are starting this type of business, and what problems it will solve for customers. This is a quick way to get your mind ...
With 68% of parents visiting family entertainment attractions in recent years, the industry has never been more viable. If you believe you have the passion and drive to jump into this exciting market, this step-by-step guide will teach you how to start a family entertainment center. 1. Identify Your Market.
To create a service-based company which exceeds customers' expectations. To increase the number of customers by at least 20% per year through superior customer service and word-of mouth referrals. Have a clientele return rate of 90% by end of first year. Become an established community destination by end of first year.
Explore 400+ business plan examples. Discover Upmetrics' library of 400+ customizable business plan templates to help you write your business plan. Upmetrics is a modern and intuitive business planning software that streamlines business planning with its free templates and AI-powered features.
Family Entertainment Center Business Plan - Free download as PDF File (.pdf), Text File (.txt) or read online for free. The family entertainment center business plan serves as a strategic blueprint, guiding market capture, space design, and financial success. This essential tool is instrumental in creating an unforgettable experience, attracting both families and visitors, ultimately ensuring ...
Get inspiration from these top family entertainment center facilities: 1. Arcade and video games. According to IAAPA's 2020 Benchmark Series Survey on family entertainment centers, arcades and video games are the most common attractions for FECs. In the same study, it is also found that arcade games represent top revenue sources, tapping into ...
FEC Network Inc. | 27-45957 Sherwood Drive | Chilliwack, BC., Canada V2R-5Y2 | 604.791.0028. Family fun center business plan with amusement industry data for starting an indoor playground business, laser tag center or party fun center.
CEO of APX Operating Co. dba Boomer Parks, a company focused on the family entertainment center, water park and amusement park sectors.
This sample entertainment industry business plan will help you in writing an effective plan that will act as a roadmap for future. An effective media production business plan is a key to your success in your business in the media industry. You can develop your entertainment industry business plan yourself or hire consultancy services.
How to Write a Family Entertainment Center Business Plan - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free.
The document is a business plan for Play Time for Kids, a proposed family entertainment center. It will provide services like play care, educational activities, birthday parties, and special events in one location. The startup costs are estimated at $55,750 with total requirements of $138,250. It will be co-owned by Carry Tayker and Wanda Magic and seek financial backing through loans. The ...
The City of Saskatoon has unveiled its new vision for a Downtown Event and Entertainment District (DEED) in the central business area, a once-in-a-generation revitalization project that is part of a blueprint to re-envision the core as a focal point for commerce, tourism, services and entertainment. The plan, which has been years in the making ...
KUALA LUMPUR: Eight more individuals have been arrested by police in connection with a fight and rioting incident at an entertainment centre in Pudu, Kuala Lumpur on Saturday (Aug 10).
Two popular central Pennsylvania businesses are planning to open new locations in Centre County. Big Springs Spirits, the Bellefonte-based distillery, posted on Facebook that it will soon open a new location in downtown State College. The new location will be inside the Scholar Hotel at 205 E. Beaver Ave but no other details were provided.
FedNor funds will help support the community's municipal revitalization plan. August 15, 2024 - Pickle Lake, ON - Federal Economic Development Agency for Northern Ontario - FedNor The Honourable Patty Hajdu, Minister of Indigenous Services and Minister responsible for FedNor, today announced a FedNor investment of $1,095,819 in the Township of Pickle Lake.
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For years, Disney bolstered its reputation as an entertainment heavyweight that could deliver successful films over and over again. "Frozen" grossed $1.3 billion worldwide in 2013, while its ...