Page 1

5 YEAR BUSINESS PLAN TRINISPLASH WATER PARK & ENTERTAINMENT COMPLEX Brainchild: JLS DESIGNS & AFFILIATES

http://premiervisibility.com/trinisplash/


Legal Page

Confidentiality Agreement I agree that reading of this Business Plan is strictly limited to me as authorized by JLS DESIGNS. (the Company). I agree that I shall not divulge or reproduce the content of this Business Plan without the written consent of the Company. I understand that any information provided in this Business Plan is in all respects confidential in nature, other than information which is in the public domain through other means. I agree not to disclose any information without the express written permission of the Company. Upon request, I will return this document to the Company. This Business Plan includes “forward-looking statements and projections.� All such statements and projections within this Business Plan, other than statements of historical fact, regarding the Company or its strategies, plans, objectives and expectations, are all forward-looking statements.

___________________ ___________________

Signature

Date

___________________ Name

Page 2


TABLE OF CONTENT

1.0 Executive Summary Chart: Highlights 1.1 Objectives 1.2 Mission 1.3 Keys to Success

Page 5 5 6 6 6

2.0 Company Summary 2.1 TriniSplash Ownership & Partners 2.2 Start-up Summary Table: Start-up Funding Chart: Start-up Table: Start-up Table: Use of Funds 2.3 Company Locations and Facilities

7 7 7 8 9 9 10 10

3.0 Services 3.1 Service Description 3.2 Future Services

11 11 11

4.0 Market Analysis Summary 4.1 Market Segmentation Chart: Market Analysis (Pie) Table: Market Analysis 4.2 Target Market Segment Strategy 4.2.1 Market Needs 4.2.2 Market Trends 4.2.3 Market Growth 4.3 Service Business Analysis 4.3.1 Competition and Buying Patterns 4.3.2 Main Competitors

12 13 13 13 13 14 14 14 14 15 15

5.0 Strategy and Implementation Summary 5.1 Competitive Edge 5.2 Marketing Strategy 5.2.1 Pricing Strategy 5.2.2 Promotion Strategy 5.3 Sales Strategy 5.3.1 Sales Forecast Table: Sales Forecast Chart: Sales by Year Chart: Sales Monthly 5.4 Milestones Table: Milestones

16 16 16 17 17 18 18 18 19 19 20 20

Page 3


6.0 Management Summary 6.1 Management Team 6.2 Organizational Structure 6.3 Personnel Plan

21 21 22 23

7.0 Financial Plan 7.1 Important Assumptions Table: General Assumptions 7.3 Key Financial Indicators Chart: Benchmark 7.4 Break-even Analysis Table: Break-even Analysis Chart: Break-even Analysis 7.5 Projected Profit and Loss Chart: Gross Margin Yearly Chart: Net Profit Yearly Table: Profit and Loss Chart: Gross Margin Monthly Chart: Profit Monthly 7.6 Projected Cash Flow Table: Cash Flow 7.7 Projected Balance Sheet Table: Balance Sheet

23 23 23 24 24 25 25 25 26 26 26 27 28 28

Appendices Notes: General Assumptions Table: Personnel Summary: Affiliates Table: Monthly Sales Forecast Table: Cash Flow Table: Balance Sheet Picture: Site Plan Chart: Tourist Visitors

Page 4


1.0 Executive Summary JLS Designs is an architectural and project management firm that has a consulting relationship with Dr. Munroe (Water Park Owner & Developer, Kool Runnings, Jamaica) and Water Park Development Consultants (Family Fun Corp. in Ohio). Essentially, JLS has brought together a team of experienced professionals to conceptualize, plan, and execute a fully developed Water Park & Entertainment Complex in Trinidad that will be branded “TriniSplash.” To view project details please visit http://premiervisibility.com/trinisplash/. Currently there exists a large gap in the entertainment offerings in Trinidad and Tobago, and JLS Designs have positioned themselves to exploit this opportunity. They intend to create an experience that is authentic, participative and fun. Quality family entertainment is a main focus coupled with the type of adventure the current market demands. JLS Designs wish to attract investors who are interested in taking advantage of this type of venture. In addition to other funding and capitalization efforts detailed herein, JLS welcomes interest from Government/Public Development Companies who may assist in the purchasing of land for development of the proposed site. The ideal site would be an 8-acre parcel of land in North East, North or Central Trinidad, with a population of more than 500,000 people within a 15 mile radius with access to all utilities – water, electricity and sewage and accessible by the country’s road network. JLS Designs have contracted Vision Shapers Creative Consultants Ltd to write this business plan. The supporting financials is contributed and developed by D & S Holdings Ltd. who is also a sweat equity partner as outlined in the organizational structure, section 6.2. This document has been prepared to provide investors with information about the innovative concept of TriniSplash, Trinidad’s first ever dynamic, all inclusive family entertainment Water Park. The plan will focus on the proposed project, including business structure, company goals, projected growth, venture capital requirements, start-up costs, and industry trends. Based on the current entertainment prices and cost of revenue structure in the local amusement and entertainment industries, we believe that their anticipated Water Park/Entertainment Complex will have the potential of several million dollars in gross sales in the first year of operations. Chart: Highlights

INVESTMENT RETURNS* Return on Investment (ROI): Break-Even Period:

Beginning Year 4

Total Net Profit (5 Year Period):

$23.5 mil USD

Investment Required:

$16.5 mil USD

*Figures included in this plan are quoted in US dollars, a conversion rate of 6.5 should be used to convert to Trinidad & Tobago dollars if necessary.

Page 5


1.1 Objectives The company's objective is to build a quality, all inclusive Water Park & Entertainment Complex that is a fully developed, family attraction that is profitable financially, and commands the approval of the community which it serves. Goals include: 1. 2. 3. 4.

A 10% market share in the first year of operation. A modest increase in gross margins within the second year of operation An increase in market share by a minimum of 10% for each of the first five years. To create a fully developed Water Park & Entertainment Complex in Trinidad while adding to the socio-economic fabric of the country. 5. To create diversity in the tourist market by enhancing the carnival season experience. 6. To generate cash flow for its stakeholders and improve their asset portfolio. 7. A fundamental objective is to realize the impact of TriniSplash on the community in which the business operates, knowing that it will stand the test of time if the local residents approve and support the Water Park. 1.2 Mission JLS Designs & Partners sole purpose is to establish a profitable and well managed project while at the same time creating an atmosphere of fun and excitement for entire families, with activities designed to please the local residents, as well as the substantial tourist base of Trinidad & Tobago. 1.3 Keys to Success Based on research, the targeted markets are primarily parents and their children as well as tourists. The company will also serve a secondary market of teens & young adults. These are further split into three age brackets (15-24), (25-34) (35 to 54). With that in mind, the facilities are designed to address these markets based on individual needs and in terms of the tourist market, visitation & seasonal changes. Keys to success include: • • • • • • • •

Providing popular and wide-ranging entertainment activities Ample and secure parking Indoor activities for year round entertainment The use of state-of-the-art technology Easy access Target high traffic areas for maximum public exposure Design facilities to curb overcrowding Seasoned management team

The company will minimize certain risk factors by: • •

Seeking full capitalization of the Water Park/Entertainment Complex to sustain operations through year one Low overhead through the use of multi-skilled employees and continual training

Page 6


• •

Strong customer base through aggressive marketing Strong community ties and involvement

2.0 Company Summary The company anticipates that TriniSplash will have a positive impact on the local environment and economy. JLS proposes to choose the location after thoughtful and detailed research and demographic profiling. The first Water Park is expected to be located in North East, North Central or Central Trinidad. Initial research has indicated that majority of the East/Central population in Trinidad are blue collar workers, and more than 40% is of East Indian descent and are more prone to visit water parks. In addition, approximately 29% of the population is between 25 – 34 years 2.1 TriniSplash Ownership & Partnerships Seed Investors: • • •

Founding Partners (Sweat Equity) - $555,000 (3.4%) Investor 1 (Water Park Infrastructure Phase) - $1,512,000 (9.2%) Investor 2 (Plaza Infrastructure Phase) - $1,846,153.85 (11.2%)

Start-Up Investors/Major Shareholders • •

Investor 3 (Water Park Complete Phase) - $4,284,000 (26.1%) Investor 4 (Plaza Complete Phase) - $8,238,517 (50.1%)

Consultants / Non-Partners (retained): • Construction Administration, Design & Development Consultants – JLS Designs 2.2 Start-up Summary In the Start-Up Funding table there are two forms/types of investors listed: The Seed Investors/Shareholders: Includes the Founding Partners, Investor 1 and Investor 2. Here JLS Designs (founding group) are earning sweat equity shares for their involvement/efforts rather than wages during development). In terms of Investor 2 (Plaza Infrastructure Phase) their investment may be escrowed until the company has secured funding for the entire project. The Start-up Investors/Shareholders: These investors are considered the start-up funding partners. They may or may not be part of the company's management team but are the voting and percentage controlling partners. *Please note that although the investment is broken down into parts. JLS Designs will welcome an investor who is willing and able to fund the entire project.

Page 7


Table: Start-up Funding Start-up Funding Start-up Expenses to Fund

$2,067,823.48

Start-up Assets to Fund

$14,368,670.98

Total Funding Required

$16,436,494.46

Assets Non-cash Assets from Start-up

$10,084,670.98

Cash Requirements from Start-up

$4,284,000.00

Additional Cash Raised

$

-

Cash Balance on Starting Date

$4,284,000.00

Total Assets

$14,368,670.98

Liabilities and Capital Liabilities Current Borrowing

$

-

Long-term Liabilities

$

-

Accounts Payable (Outstanding Bills)

$

-

Other Current Liabilities (interest-free)

$

-

Total Liabilities

$

-

Capital Planned Investment Sweat Equity/Partner 1

$555,823.48

Seed Investor/Partner 2

$1,512,000.00

Seed Investor/Partner 3

$1,846,153.85

Total Planned Investments

$3,913,977.33

Start-up Expenses

($2,067,823.48)

Total Capital

$1,846,153.85

Total Capital and Liabilities

$14,368,670.98

Total Funding

$16,436,494.46

Page 8


Chart: Start-up

Table: Start-up Costs

Start-up

Requirements

Start-up Expenses Seed/Development Stage Cost

$1,512,000.00

Sweat Equity Cost

$555,823.48

Total Start-up Expenses

$2,067,823.48

Start-up Assets Cash Required

$4,284,000.00

Other Current Assets

$0

Long-term Assets

$10,084,670.98

Total Assets

$14,368,670.98

Total Requirements

$16,436,494.46

Page 9


The Use of Funds table outlined below details many of the Start-up Expenses.

Table: Use of Funds

USE

AMOUNT

Site Infrastructure Development

$ 1,512,000

Demolition, Clearing, Excavation Excavation Water Distribution Natural Gas Electric Communication - Audio Sanitary Sewer Stormwater Management Access Road/Circulation Fencing Landscaping

Consulting Fees Water Park Consulting Fees Plaza

Total Estimated Project Cost

$ 202,860.00 $ 352,963.48

$ 2,067,823

2.3 Company Locations and Facilities It is anticipated that 15 acres of land will be leased/purchased to construct TriniSplash. Within this business plan we’ve included land lease costs so bear in mind that the figures will change if the final decision is purchased land. The plan presents a primary look at the basic business structure, the start-up cost, the company's projected growth, the market, the local demographics, the economic impact, the industry trends, the construction costs, the development of the land, the oversight of operations during the development of the infrastructure and the company’s future management and marketing team.

The proposed site will be located in North East, North Central or Central Trinidad, with planned future (roads) accesses/easements. The property would be zoned commercial and acquired from an individual/company that supports the project. The latest traffic surveys of the uncompleted Comprehensive National Transport Study detailed the following:

Page 10


In Central, the UBH just north of the Chaguanas Main Road, had an average daily traffic in both directions of 50,000 vehicles, with 76 percent private, and 11 percent transit. The Southern Main Road south of the Chaguanas Main Road had an average daily traffic in both directions of 13,000 vehicles, with 66 percent private, and 11 percent transit. In the North-East, Eastern Main Road, just west of Sangre Grande, had an average daily traffic in both directions of 16,000 vehicles, with 67 percent private and 28 percent transit. 3.0 Services TriniSplash will provide customers with a wholesome environment that provides amusement, entertainment, excitement, competition, souvenirs and great food all while forming lasting memories at affordable prices. Although there is currently no competition in the immediate area in which the Water Park will be established, we believe that because the family entertainment industry is expanding exponentially, sooner or later competition will encroach. To that end, the company plans to become profitable and retain a solid leadership position in the marketplace by providing: • • • • • • • • • •

Indoor facilities – Allowing for activities during the “rainy” season Year round play with a wide variety of activities - Our season never stops. Seasoned, successful management team. Contracting top consultants - To counsel on key attraction layout and design. Working with Tourism Development Corporation (TDC) - Determining tourism impact. Working with The Ministry of Tourism - National and international exposure. Family-oriented - Partnership-operated center gives the company local insight. Aggressive marketing. Customer Incentive Program - Reward frequent visitors/customers. Easy access and exposure.

3.1 Service Description The ability of TriniSplash to accomplish its goals and lead the local family entertainment industry depends upon the expertise of the consulting team/JLS management team. The implementation of the Water Park & Entertainment Complex will be based on local habits and culture. These include river “lymes”, cricket, football, Carnival celebrations and fetes, which adds another dimension for visitors to interact and experience a local way of life. JLS Designs intends on building a 419,000 square-foot area that provides such activities and services as Concession Areas, Souvenir/Gift shops, Amphitheatre, Picnic Areas, Fete Grounds, Gaming Lounge, Private Party rooms & Sporting Activities i.e. go-carts, climbing walls, gaming & redemption center. 3.2 Future Services JLS Designs will expand its family entertainment activities during its first year of operation, by adding bumper boats, miniature golf and other attractions as discussed elsewhere in our plan. The mini-golf course landscaping will promote individuality, a place within the Water Park with a personality of its own. The environment will be casual and enhanced with mellow beat music and the

Page 11


sound of rushing water created by the falls and water rides surrounding the golf course. The quality of play and excellent service will ensure a large loyal following of customers. LS Designs has chosen miniature golf as a main future service based on earning potential and its appeal across age groups. Since there is not much local data to use as a guide for offering miniature golf as a viable future service, we decided to look at similar models in the USA. According to Steven W. Rix, executive director of San Antonio, Texas-based Miniature Golf Association of the United States - “It gives people a sense of other worldliness. And its non-gender and non-age biased," In addition, Dave & Paul of the Professional Miniature Golf Association of Salt Lake City, Utah states "Miniature golf's relatively low start-up cost - compared with theme parks, for example - have made it one of the most lucrative entertainment businesses around. Our latest figures show courses can return as much as 38 percent on an investment each year," To further increase revenues and public attraction, JLS Designs is working to establish several other entertainment (outdoor) activities that will be put in place using revenue-sharing programs. 4.0 Market Analysis Summary Research has indicated that the prime market for a Water Park & Entertainment Complex is in urban areas close to neighborhoods with large concentrations of upper- to middle-income bracket population. Ease of access is important, but street frontage is not a crucial requirement. Mr. Randy White, president of White Hutchinson Leisure & Learning Group, one of the leading Family Entertainment Centre project developers in the United States has observed, "Just as entertainment is becoming an essential component of shopping centers, entertainment is the backbone of today's urban redevelopment. Often referred to as urban or location-based entertainment centers, these projects integrate entertainment with retail, dining and cultural facilities to create a resident and tourist destination." A ten mile radius is considered the radial market area of a Water/Entertainment Park. However, depending on competition (or lack thereof) a market area can grow to a fifteen mile radius. We have opted for the purpose of this plan to use a 15 mile radius. The Trinidad & Tobago Demographic Report 2011, (Census & Housing Population 2011) provides us with the following demographic information about our area (15 mile radius). Population 2000

Population 2011

Borough of Arima

32,278.00

33,606.00

4%

Borough of Chaguanas

67,433.00

83,516.00

24%

Couva/Tabaquite/Talparo

162,779.00

178,410.00

10%

San Juan/ Laventille

157,295.00

157,258.00

0%

Tunapuna/ Piarco

203,975.00

215,119.00

5%

623,760.00

667,909.00

Population Growth per Annum 2000 -2011

Target Municipalities

*Important to note: •

The population in a fifteen-mile radius is in excess of 500,000

Page 12


• • • •

Median age is 32.4 Over 40% are East Indian 45% are 35 to 54 years old with a 50/50 split between 35 – 44 age groups and the 45 – 54 age groups. 29% belong to the 25 -34 group Average household size is 3.3 persons

4.1 Market Segmentation TriniSplash primary targeted market consists of three main groups. These categories are: 15 to 24 year old, 25 to 34 and 35 to 54 years old. To better understand the size and breakdown of the local population see the following table and chart.

Market Analysis (Pie): Potential Target Market

Table: Market Analysis Market Analysis Potential Customers

Year 1

Year 2

Year 3

Year 4

Year 5

Growth

Age 15 to 24

3%

106,328

109,518

112,803

116,187

119,673

Age 25 to 34

1%

117,764

118,942

120,131

121,332

122,546

Age 35 to 54

4%

183,923

191,280

198,931

206,888

215,164

Page 13


TOTAL

2.67%

408,015

419,739

431,866

444,408

457,383

4.2 Target Market Segment Strategy A full-time public relations coordinator is a vital part of TriniSplash management team. The job will require this person to be responsible for assuring customer satisfaction, generating public awareness for the types of entertainment offered and attractively promoting the various activities to the public, (a stimulation of demand). Even though, customers can be considered all age groups, both sexes, all races, all income levels, local residents or tourist to the area. The most important factor behind success is simply, THAT A PERSON CAN ENJOY THEMSELVES, while participating in the activity they choose. 4.2.1 Market Needs Upon reviewing the local demographics of businesses in the target area, we discovered that the proposed service will be filling a void that has existed for years in the local entertainment market. The primary targeted municipalities represent three of Trinidad’s top five municipalities. There are no definite income level data available; however, in Trinidad approximately 180,000+ across the target population have acquired tertiary level education. Included in this number is 105,000+ who belong to the target population alluding to higher earning potential which may relate to more money available for entertainment. 4.2.2 Market Trends Historically if a market becomes controlled by a corporate entity, services are cut, prices are raised and core business is driven away as a result of the company’s indifference to local customer concerns. To avoid this happening locally, JLS Designs desire is to create a niche in the Trinidad market before a national chain moves in. Using the USA as an example, typically recreational businesses have a positive impact on employment. Utah's Amusement and Recreation Industry is projected to employ an increase of 33,080 employees by 2030. This equals an average of 788 more employees per year being hired by Utah's growing Amusement Industry. Source: State of Utah Economic and Demographic Research Database. 4.2.3 Market Growth As the population ages, the potential market size increases and with the type of entertainment offered, we are confident that TriniSplash customer base will continue to grow and remain stable for the foreseeable years to come. The market for a modern Water Park & Entertainment Complex in the target area is superior to most, partly due to the population growth which has occurred during the past ten years with an

Page 14


overwhelming majority of the population living and working within 15 miles of the first selected site. Additionally, there is not a competitive business of this type within Trinidad. Population Growth: In the 10 year period of 2000-2011, Trinidad experienced a 7% increase in residents, closing the period at 1,300,000 and this rate of growth is projected to continue through 2020. However it is important to note that within this minimal overall growth, areas of the target population grew 24% & 10%. 4.3 Service Business Analysis The following facts adapted from Who’s Who Trinidad & Tobago’s article on “Professional Services & Private Sector Organization” revealed the following positive findings in relation to service businesses: •

The United Nations Conference on Trade and Development (UNCTAD) noted that at the beginning of the 21st Century, services trade accounted for approximately 20% of world trade, but by 2020 this figure is expected to rise to 50%. Locally, the services sector contributes annually on average TT$43 billion (US$6.8 billion) to GDP and 80% of employment. Moreover T&T's recent economic growth can be attributed to the services sector. On June 11th 2013, Finance Minister Larry Howai stated that the economy experienced a growth of 1.7% in the first quarter of 2013 and this was attributed to the services sector. The sectors he identified as leading this growth were finance, insurance and real estate, which are anticipated to have grown by 6.0%. In Trinidad and Tobago, the government is focusing on several sectors - including financial, ICT, marine industries and related services, tourism and the creative industries - for diversifying the economy. In the 2012/13 National Budget, the Government announced a plan to consolidate state support to the Creative Industries through the establishment of a single company. Stakeholders initially viewed the idea of the single company with some skepticism. However, after several consultations facilitated by the Trinidad and Tobago Coalition of Services Industries (TTCSI), a revised structure was put in place and is about to be implemented. It is the government's hope that this reorganization will unleash the plethora of latent commercial opportunities in the creative industries, as well as open up new avenues for investment.

4.3.1 Competition and Buying Patterns The Recreational Industry is unique in that it has little inventory. Yet, should the need arise there exists a large network of suppliers for everything in the facility. This network will extend to members of the community in which TriniSplash operates. Also according to Economy Affects FEC Biz - October 01, 2001 Amusement Business.com "Being locally owned, you can design and operate your facility to be connected with the community and fine-tune to meet their needs. You have to be part of the community to be successful." TriniSplash is where grandparents can take grandchildren of all ages (it makes a great date night or family outing). The simplicity of the activities enables anyone to experience excitement. Miniature golf and other related activities (that require minimum strength and athletic ability) are some of the highest-rated family participation sports. Some significant factors to affect the business in the forthcoming decade are expected dramatic growth in the Borough of Chaguanas, Couva, & Talparo with growth of the 25 to 54 year old segment of the population. This age group represents a prime segment of the population and is 74% of the direct target market.

Page 15


Experts say, "If you require a big grand opening or spend a ton on advertising your complex, then you are not in the right location. The public just needs to be able to see your location, make it look fun and they will know where you are and when to come." 3.2 Main Competitors There are no fully developed Water Park & Entertainment Complex registered in North east, Central Trinidad and our research confirms this. This provides a prime awaiting customer base and helps assure that TriniSplash will be in command and demand. TriniSplash therefore will be entering the market place as the leading company for entertainment in this type of Industry. The other local, minimal activity establishments will not have much of an impact on the potential customer base, especially in the rainy seasons as most are not equipped. These competing businesses include Cascadia Hotel Water Slides, Harry’s Water Park & Fun Splash. It is important to note that the development of the Movietowne Complex at Invaders bay to including wider shopping, recreation and amusement offerings may pose a threat in the market. The facility will also be competing with other established recreation and amusement activities for the consumer's dollars. These venues are: movie theaters, sports venues, golf courses, fitness centers, night clubs, etc. Yet, none of these amusement activities truly compete, because at TriniSplash more entertainment options custom-fit to the community and tourist will be offered. TriniSplash will be the first of its kind in the area to address the underserved market, understanding that price is not the public’s only buying criterion. JLS Designs believes that customers want to feel a holistic process of having fun and they expect prompt service. Combine that with a clean environment and safe, properly working equipment and they are sure that customers will come back again and again. 5.0 Strategy and Implementation Summary The services will be positioned to provide our customers with a premium entertainment experience. Thus the pricing strategy will be to charge a premium price as per industry standards. The following subtopics will present the sales strategy, marketing strategy, pricing strategy, daily customer projections and promotion strategy. TriniSplash will also work toward establishing community involvement programs that will demonstrate how the business can contribute to a better quality of community life. Such as: Community projects using the facilities to help civic groups obtain their financial goals (by offering fund raising events). Schools, churches, and other groups will be welcomed for tours of the facilities and will be shown how the facility can be used to help raise funds for their needs. 5.1 Competitive Edge The high standards set by JLS Designs in developing TriniSplash will make it very difficult for competitors to enter and survive in the market area. Research shows that the opportunity exists to provide a high-quality service in a family-oriented environment, where offerings are competitively priced and still make an outstanding profit in this demanding market. Keys to Competitive Edge

• •

Produce maximum profits, but still be able to offer affordable recreation Provide the best & fun rides, games/family sports

Page 16


• • • • • • • •

Great food Little or no educational curve Repeat customers/tournaments/enjoyment Allow space for other retail tenants (reduce overhead) Do not compete with our tenants for the same dollar Provide activities for a large range of age groups Unique in design with comfortable ambience Exciting work environment

5.2 Marketing Strategy Customers can come from all age groups, male and female, all races, and every income level and can be local residents or tourists to the area. The marketing planning and promotion will start at the construction phase; by keeping in mind, if it looks fun people will come. Thus the main message is simply that a person can enjoy themselves while participating in an activity they choose. The full-time public relations manager is a vital part of the management team. She/he will be critical to assuring that customer satisfaction is provided including gathering information from the public about the types of entertainment most desired. This can provide the company with the means to stay in touch with the community and be ready to meet their needs. 5.2.1 Pricing Strategy To establish our pricing we refer to competitive pricing strategies for similar international businesses and the local competition. The projected numbers are based on the business being opened 167 days per month. The average customer spend is $15.38 with an anticipated customer flow of 2, 250 daily. It should also be noted, there are activities planned that are not included in the projections. All business expenses are detailed in the financials topics. All other direct cost were pre-calculated and added into the Sales Forecast table. 5.2.2 Promotion Strategy The first objective in promoting TriniSplash will be to capitalize on the power of “WORD OF MOUTH.” In every business it is a well-known fact that word-of-mouth advertising is any businesses' best friend or worst enemy. Yet, this does not preclude the fact that announcements, placing advertisements in the local newspapers and the planned website launch are not just as important in reaching new customers. The promotion strategy will be employed as follows: Advertising Getting the positioning message to the public, "family recreation," where fun and customer service is paramount. Tourism Development Company/The Ministry Of Tourism Keeping them aware of the Complex and all current promotions. Facility Signs Local businesses can buy sign footage and have their signs placed around the Plaza, game area and some areas of the Water Park like you would see around any race track. Highway Site Signs Self explanatory.

Page 17


Sales Brochure Full colored premium design informing the public of all the activities found and offered at the facility. Player Rewards Rewarding customers for spending money through establishing membership programs and sponsoring up to $50,000 a year towards prize money awarded through tournament playoff prizes. Community Involvement Activities will be promoted as a place to bring your group to participate in events and raise funds. Social Media The incorporation of social media platforms i.e. facebook, Twitter, Instagram Online Advertising Search Engine Optimization both organic and paid Website Development Live streaming select activities, video feed for rides, online purchasing memorabilia and branded items

OTHER DETAILS OMITTED FROM SAMPLE

Page 18

Waterpark businessplan sample  

Business Writing (Business Plan): Business Plan for Water Park Investment