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Amusement Park Business Plan Sample

FEB.26, 2021

Amusement Park Business Plan Sample

Amusement Park Business Plan for Starting Your Own Theme Park

Do you want to build an amusement park? Well, amusement park is a large facility that contain gardens, play areas, amusement rides, games and other entertainments. The amusement park business can be extremely profitable and enjoyable to run. If you possess the ability to manage the park activities and maintain the technical structure, you must not delay planning about opening it.

Like all other businesses, the first step would be to create a detailed business plan. Before launching your business, you’ll have to develop accurate amusement park marketing plan, personnel plan and financial plan.

In this guide on how to start a theme park business we’re providing business plan of Holiday Ventures. Through this, you can know the important details that must be included while making business plan for your startup.

Amusement Park Business Plan Summary

2.1 the business.

Holiday Ventures will be a registered and licensed family amusement park based in Charlotte. The business will provide amusement rides, slides, magic shows, themed events, games, picnic areas, and entertainment for people of all ages.

Under the supervision of experienced managers and with the collaboration of responsible employees, the business will provide people with unforgettable joyful experience.

2.2 Management of Amusement Park

Managing an amusement park requires is not so easy. You will need highly responsible personnel who have the required technical skills, and efficient supervisors who would adhere to your business values. To ensure a structured and organized management, you must first make a theme park business model.

To manage your finances, you should also analyze how much does it cost to run an amusement park in your business model. If you don’t have a clear idea of startup costs, you should explore some amusement park business plan examples like this one to get an analogous idea of your finances.

2.3 Customers of Theme Park

The customers of a theme park can be categorized in the following groups:

  • Youngsters & Adults
  • Senior Citizens

2.4 Business Target

The business target of Holiday Ventures is to establish a name in amusement park business domain. The startup aims to include more activities and entertainment opportunities by the end of first five years. Financially, the company’s profitability targets can be seen from the following graph.

Amusement Park Business Plan Sample - 3 Years Profit Forecast

Company Summary

3.1 company owner.

Holiday Ventures will be owned by Adam Redford. Adam completed his MBA from Harvard University and proceeded to work in notable institutes as senior manager. After serving as an operation manager in Herschend Family Entertainment for seven years, Adam has decided to launch his own business.

3.2 Why the amusement park business is being started

Adam always wanted to start his own business. Due to his inclination towards recreation and entertainment industry, he decided to build a theme park. He had several ideas to bring innovation in amusement parks. As without innovation it would be very difficult to earn fame in a field so saturated.

3.3 How the amusement park business will be started

Step1: Create amusement park business plan template

The first step is to explore how to create an amusement park. After detailed research, you would have to prepare an accurate business plan for your startup. Ideally, the business plan must contain accurate resources, expenses, management system, and financial projections of your business.

Step2: Risk Analysis

Before launching your startup, you must carry out a detailed marketing and risk analysis. Your critical risks problems and assumptions business plan amusement park must study

  • Positive and negative risks involved in starting this business.
  • Proper strategies to avoid, deflect, or resolve risks.

The risks may range from unexpected injuries, mechanical hazards, technical issues, financial ups and downs, and more.

Step3: Define the Brand/ Establish Physical Presence

After planning all the aspects of your business you should start establishing a physical presence. It is the time when you acquire licenses and registrations – while also hiring staff for running your business. Procuring the inventory and installation of rides, games, and other entertainment staff must also be started side-by side.

Step4: Web & Social Media Presence

Through using online tools, you can run cost-effective campaigns to let your target customers know about you. Moreover, establishing online presence can help you in managing large scale operations such as ticketing systems etc. in a much efficient way.

Step5: Promote and market

Lastly, you have to start executing your advertisement and sales strategy to gain more and more customers.

Amusement Park Business Plan - Startup Cost

Services of Amusement Park

Amusement parks may contain many types of entertainment and services. Since it takes a lot of planning and management in organizing each activity, you must decide your offerings as early as possible. Before you make an amusement park business plan, you should decide the services you want to provide.

In this amusement park project report sample we’re listing the services of Holiday Ventures. So that you can get an idea of what type of entertainment is in demand these days.

Amusement Rides & Fun Game Challenges

At us our customers will find a huge variety of amusement rides and games. Our major offerings in amusement rides and family fun activities will include:

  • Roller Coaster Ride
  • Train Rides
  • Pendulum Ride
  • Frisbee Ride
  • Pirate Ship Ride
  • Drop Tower Ride
  • Amusement Slides

Our fun game challenges will include:

  • Skipping Stones
  • Ball Cupping
  • Bridge Ball
  • Bridge the gap
  • High Rollers
  • Mud Skipping
  • Ride the Wave
  • Slippery Wall Climbing

Gardens & Picnic Services

For families who would want to arrange reunion and picnics, we’ll offer immersive and natural garden areas. We’ll also facilitate them by arranging peaceful and recreational outdoor space for them.

Themed Events, Shows & Nights

We’ll also organize themed shows, magic shows and musical nights. Through our website and social media accounts, we’ll keep our customers’ updated about the incoming activities.

High Quality Food

To provide our visitors with one-in-all recreation, we’ll offer high quality local food and some international cuisines.

Marketing Analysis of Amusement Parks Business

Excellent work.

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After having an in-depth knowledge of how to start amusement park you must start doing marketing analysis. Marketing analysis studies the current and forecasted market stats to analyze whether a business can succeed in a marketplace or not.

Moreover, this analysis explores the interest and expectations of potential customers. Knowing your customers will help you in predicting their buying trends and estimating monthly and yearly sales. Through a rough idea of expected, optimistic and pessimistic sales, you can define amusement park feasibility study pdf. Overall, the information will help you in setting pricing policies that can enable to earn profit while also drawing more and more people to your site.

In this business plan small amusement park we’re providing the marketing analysis done for Holiday Ventures. It is recommended to do marketing analysis according to your specific location, if you are starting this business. The stats will also be different in case you’re looking for indoor amusement park business plan.

5.1 Market Trends

Hundreds of amusement park businesses are running in the United States. However, only a few of them are well-known and profitable. According to IBISWorld, amusement parks all over the U.S. collectively holds a market size of $13 billion. The business is expected to grow and earn more annual revenue in the coming years. This growth and profitability is forecasted on the basis of newer trends that business owners are incorporating in their amusement parks.

5.2 Marketing Segmentation

Our potential customers are divided into the following groups:

Amusement Park Business Plan - Marketing Segmentation

5.2.1 Youngsters & Adults

Youngsters and adults living in our city will be our primary customers. Young people are enthusiastic to take thrill rides and participate in physical activities. Thus, they are expected to avail all of our services.

5.2.2 Teenagers

Secondly thrill-seeking teens will also be our target customers. As people of this age group are usually careless, we will ensure strict supervision by our guides and instructors. This will be done to ensure their safety and protection.

5.2.3 Senior Citizens

Senior citizens are not likely to take part in our amusement activities. However, we believe that they will avail our space for reunions and picnics. They are also expected to roam around in the facility to explore our beautiful gardens.

5.2.4 Tourists

Tourists who will be looking for thrilling and joyful break will also be our potential customers.

5.2.5 Children

Though we are not providing any entertainment specifically for kids. Still, we believe them to enjoy our simple rides and slides.

5.3 Business Target

  • To earn a net profit margin of $32k per month by the end of the third year.
  • To expand our offerings and also include water sports by the end of the first five years.
  • To achieve an average rating above 4.75 within 6 months of our launch.
  • To achieve a Net Promoter Score above 75% within a year of our launch.
  • To maintain a Customer Satisfaction Score above 90% throughout our service years.

5.4 Product Pricing

Our prices are almost in the same range as that of our competitors. However, the prices of food items are a little higher due to the supreme quality we’re providing.

Marketing Strategy of Amusement Park Business

After you know everything about how to build an amusement park, you should start exploring ways to promote it. In this sales strategy, you can see the competitive aspects and advertisement plan of Holiday Ventures.

6.1 Competitive Analysis

Our first competitive advantage is that we are providing an all-in-one recreation. At a single place, our customers will be able to enjoy thrilling rides, arrange friends’ and family reunions, and enjoy high quality food and drinks.

Secondly, we’ll develop an overall schedule business plan for amusement park to update our customers about the upcoming themed events.

Lastly, we’ll make the best possible use of technology. Through our website, our customers will be able to book area and time for their reunions. And issue any guidelines or requirements regarding their picnic/ event.

6.2 Sales Strategy

  • We’ll advertise us through Google Local ads Services, social media, and local newspapers.
  • We’ll offer a 60% discount on our amusement rides and fun outdoor games for the first two months of the launch.
  • We’ll keep track of our repeat customers through online transactions, to offer them exclusive benefits.
  • After every $140 transaction, we’ll gift $30 to our customers. The gifted amount will be valid for one month.

6.3 Sales Monthly

Amusement Park Business Plan - Sales Monthly

6.4 Sales Yearly

Amusement Park Business Plan - Sales Yearly

6.5 Sales Forecast

Amusement Park Business Plan - Unit Sales

Personnel plan

Since there are a lot of risks involved in running an amusement park, you’ll need highly responsible and efficient staff to help you manage it. In this free sample amusement park business plan, we’re listing the staff recruited by Holiday Ventures along with their expected salaries.

7.1 Company Staff

  • 1 Operation Manager
  • 1 Sales Manager
  • 5 Lifeguards and Instructors
  • 8 Recreation Workers
  • 1 Amusement Ride Engineer to assure technical assistance
  • 2 Technicians to help maintain mechanical infrastructure
  • 3 General Amusement Park Attendants
  • 1 Web Developer to develop and maintain company’s sites
  • 1 Sales Executive to execute the marketing business strategy
  • 2 Parking Attendants
  • 4 Cooks & Waiters

7.2 Average Salary of Employees

Financial plan.

Starting an amusement park requires a lot of investment. First, you’ll need to purchase or rent a large space for amusement rides and games. Second, the cost of amusement rides, their installation and maintenance are also high. Therefore, it is essential to make a detailed financial plan to realize accurate amusement park construction costs.

Your financial plan should state major strategies to balance your investment with the earned profits. Moreover, by analyzing break-even, profit and loss projections, balance sheets, and gross margins, your plan should figure out a financial trajectory to prevent you from running into loss.

To give you an idea of how to develop an accurate financial plan, we’re providing the financial plan of Holiday Ventures here.

8.1 Important Assumptions

8.2 break-even analysis.

Amusement Park Business Plan - Break-even Analysis

8.3 Projected Profit and Loss

8.3.1 profit monthly.

Amusement Park Business Plan - Profit Monthly

8.3.2 Profit Yearly

Amusement Park Business Plan - Profit Yearly

8.3.3 Gross Margin Monthly

Amusement Park Business Plan - Gross Margin Monthly

8.3.4 Gross Margin Yearly

Amusement Park Business Plan - Gross Margin Yearly

8.4 Projected Cash Flow

Amusement Park Business Plan - Projected Cash Flow

8.5 Projected Balance Sheet

8.6 business ratios.

Download Amusement Park Business Plan Sample in pdf

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ProfitableVenture

Amusement Park Business Plan [Sample Template]

By: Author Tony Martins Ajaero

Home » Business ideas » Hospitality, Travel & Tourism » Amusement Park

Amusement Park Business

Are you about starting an amusement park ? If YES, here is a complete sample amusement park business plan template & feasibility report you can use for FREE .

An amusement park is a place that has lots of attractions for kids and adults, such as roller coasters, water rides, and all kinds of entertainments. Depending on the size, an amusement park can also contain shops, entertainment outlets like a cinema as well as restaurants.

Starting an amusement park business is a huge deal, as it requires land, huge capital and a unique innovation for it to become successful.

To become successful in this business, you would need to first understand how the business is run and this is only possible if you conduct a feasibility study, that will not only show you how the business is run but will also help you determine what type of amusement park you should go into and if the venture you intend going into is worth your resources.

This is definitely not a business for the fainthearted, as you would likely be going against several large entrepreneurs and corporations that are already established in the industry.

Because this business is a huge one in terms of startup cost, you would need to hire a business consultant who has the required knowledge in this industry to help you write a business plan that will guide you in running the business. The business plan is essential as it will show you what directions you would need to take to be able to compete favorably with other established competitors in the field.

This is why a sample amusement park business plan prepared below. Below is the sample amusement park business plan:

A Sample Amusement Park Business Plan Template

1. industry overview.

Amusement parks usually operates a variety of attractions such as games, shows, water rides, mechanical rides, theme exhibits as well as picnic grounds and refreshment stands. There are more than 400 amusement parks in the united states of America that receive about 375 million guests annually.

As at 2011, amusement parks in conjunction with all similar industries in the United States of America generated a total $55.4 billion. The industry accounts for 600,000 jobs all year round for seasonal employees and directly employs more than 1.3 million people.

According to a report by the International Association of Amusement Parks and Attractions (IAAPA) in 2011, 25% of Americans had visited an amusement park, with 43% making plans to visit an amusement park within a year. 26% of those that visited the amusement parks stayed overnight, while the remaining percent went on a day’s trip.

Demand in this industry is highly dependent on the income of the consumer. Most companies usually make their money by having good marketing strategies. The is industry is highly concentrated in the United States of America as 85% of the total industry revenue are generated by the 50 largest companies.

In the United States, states that had a large local population and international visitors got higher revenue than other states. The Southeastern states in the United States for instance are a major tourist’s attraction and therefore accounts for more of the revenue in the overall industry.

Majority of the revenue in this industry usually come from admissions and the rest from sale of merchandise and other products. Other revenue generating ways for the amusement parks include advertising, earning of commission from third party exhibitors, parking fees, fees from hosting events, and coin-operated games.

Globally, the market for amusement parks is estimated to reach $44.3 billion by 2022 especially as the global economy is improving which has caused an increase in leisure spending as well the rise of more tourists internationally.

Globally, the United States of America represents the largest market with China closely following behind with a projected growth of 12.2%. However by 2022, it is expected that United Arab Emirates (UAE) will overtake both countries as it breaks new grounds in the attraction industry.

2. Executive Summary

Yippy Yap Amusement Park LLC is one of nation’s leading amusement park that will be based in Burlington – Washington State to serve our large local population as well as international visitors with all our unique core services and additional services.

We intend to favorably compete with other amusement parks in our location and in the whole of the United States of America as well. To achieve this, we are willing to invest in competent and experienced professionals who would help run our business from the start to an enviable position in the industry.

We intend to continually train our employees so as to ensure that they are updated as regards new ways in running the business and also to update their skills which will lead to higher productivity for our business.

We intend to combine as many attractions as possible in our park so as to keep the customers attracted and willing to refer us to others. Part of our selling point is the fact that we intend to provide excellent customer care to our various customers by ensuring that all our employees are trained to listen politely to customers and also promptly resolve any complaints.

Yippy Yap Amusement Park LLC is sited in a strategic location that will ensure that it is convenient for not only our customers to get to us but also our employees as well. We have several sustainable and expansion strategies in place to ensure that our business continues to grow strong.

Yippy Yap Amusement Park LLC is being run by entrepreneur and businessman, Mr. Jack Cuba who has the required business experience, having several businesses of his own, to ensure the success of the amusement park.

3. Our Products and Services

Yippy Yap Amusement Park LLC, we intend to be involved in all forms of services asides offering the basic entertainment services for all our various customers.

Because we know how capital intensive this business is, we intend to create multiple sources of income in addition to our core business offerings. This is because we want to shore up our revenue base and make more profit for our amusement park business as is legally possible by the laws of Washington State and that of the United States of America as a whole.

Some of the services we intend to offer include;

  • Sale of admission tickets to customers seeking entry into the park
  • Development of on-site accommodation such as resorts
  • Sale of spaces to commercial businesses and stores
  • Merchandise sales
  • Advertising
  • Coin-operated games
  • Commission income from third party exhibitors
  • Fees for hosting parties and other events
  • Parking fees
  • Consultancy services

4. Our Mission and Vision Statement

  • Our vision is to be the preferred amusement park for children, young adults and adults who want something exciting and unique, and to be amongst the top five amusement parks in the whole of the United States of America.
  • Our mission is to ensure we are above the regular amusement parks by offering all visitors exciting entertainment different from the regular amusement parks in Burlington – Washington State and the in the whole of the United States as well

Our Business Structure

We know how valuable it is having a business structure as having the right structure in place will enable us start our amusement park with as little hitches as possible. We have put certain plans in place that will ensure that we have only the best hands with several years of experience working in various positions at Yippy Yap Amusement Park LLC.

Also, we would ensure that our employees understand the vision of the company, so that it would help them remain focused towards attaining the goals and objectives of the company.

Because we know how competitive the industry is, we are ready to pay our workers pay packages that are of enviable standard, while also ensuring that there are welfare packages in place. Ensuring that the two conditions are in place will improve work efficiency as well as productivity at the amusement park.

Due to the fact that we intend to offer a wide range of services asides the usual admission service into the park, we would need to carry out a thorough scrutiny of those we would like to fill in these various positions on behalf of Yippy Yap Amusement Park LLC. Below is the intended business structure that we intend to build at Yippy Yap Amusement Park LLC;

Chief Executive Officer

General Manager

Park Manager

Games Manager

Human Resources Manager

Business Development Manager

Sales and Marketing Team

Customer Service Executives

Security Guard

5. Job Roles and Responsibilities

  • Responsible for generating capital and creating the overall budget for the amusement park
  • Engages in high negotiation deals with clients and investors on behalf of the amusement park
  • Creates a strategic direction for the company and ensures that it is communicated to the management staff
  • Continually evaluates the success of the organization
  • Sees to the overall daily operations of all the aspects of the amusement
  • Coordinates with the park and games manager to ensure that the overall policy of the company is being adhered to
  • Takes important decisions on behalf of the amusement park
  • Crosschecks with the CEO as regards certain aspects of the business
  • Responsible for overseeing the smooth running of all the daily activities that goes on in the amusement park
  • Maps out the strategies that would be needed to lead to a better productivity of the employees at the park
  • Responsible for appraisals of each employees and making decisions affecting employees in the park
  • Ensures that the amusement park meets the expected safety regulations of the authorities
  • Responsible for reviewing games and other fun activities at the amusement park to know which would attract customers
  • Creates and implements budget for games in the park
  • Responsible for training and assessing all game workers
  • Crafts strategies that would influence all activities in the gaming section
  • Responsible for sourcing, recruiting and training all workers needed in the amusement parks in conjunction with the different managers
  • Is responsible for the welfare of all the workers at the amusement park
  • Carries out induction for new employees
  • Defines job positions in relation to recruitment
  • Responsible for developing new business ideas for the amusement park
  • Create strategies to ensure that the amusement park makes revenue from other services
  • Constantly carries out research to determine best ways customers can be retained
  • Identifies new target markets and opportunities
  • Develops and implements new plans for increasing sales
  • Create and maintain a reliable database of customers
  • Handles all the financial transactions on behalf of the amusement park
  • In charge of employee payrolls
  • Carries out financial forecasting and risks taking on behalf of the amusement park
  • Prepares accurate tax information on behalf of the amusement park and submit to the tax authorities.
  • Takes bookings from customers on behalf of the customers
  • Listen to all customer complaints by ensuring that the complaints get to the right department and are resolved as quickly as possible
  • Keep an accurate database of customers on behalf of the amusement park
  • Stays updated about new information and services on Yippy Yap amusement Park LLC, to ensure that customers that call for inquiries get accurate information
  • Ensure that the amusement park is safe and secure for customers and employees
  • Patrols the amusement park during the day to check for any signs of troubles or incidents
  • Ensures that lost objects and personal items are kept safe
  • Pass along security tips to the employees
  • Responsible for ensuring that the environment is kept clean before park is open for visitors everyday
  • Ensures that the restrooms are kept clean at all times
  • Keeps inventory of cleaning supplies
  • Keeps administrative areas and complexes clean

6. SWOT Analysis

Running a standard amusement park requires that all influencing factors be looked into. In determining if we were best suited to run an amusement park business in Burlington – Washington State, we hired business consultants who had the responsibility of looking through our business and determining if the odds were in our favor in running this business.

A SWOT (Strength, Weakness, Opportunity, Threat) analysis was used to determine what would become of our business and if it was worthwhile expending the huge amount of resources – financial and labor in starting this business.

Even though this area is deemed a tough area for any entrepreneur to embark on, the analysis assured us that our strengths and the opportunities available to us would give us leverage over our weaknesses and threats as well as our competitors as well. Below is the result from the SWOT analysis conducted on behalf of Yippy Yap Amusement Park LLC;

Our strengths lies in the various other services added to our core unique services that we intended to introduce to our wide range of customers. We have hired competent employees who know the value of work ethics and are well attuned to our corporate culture in delivering excellent services to our customers.

Our management team all have several years of experience in running an amusement park and therefore have what it takes to run this business from the ground up to an enviable position in the industry. Also, the business is bring run by a seasoned entrepreneur – Mr. jack Cuba who has the necessary experience required in taking strategic decisions that would set the business on its right course.

The amusement park business is a tough industry to break into especially as strong competitors abound in this field, also, the fact that we are located in Burlington – Washington State might be a weakness for us but we have plans in place to combat this weakness and turn it into strengths.

  • Opportunities

People seek entertainment o a daily basis, some want a sense of adventure, others are looking for something dreamy, and others want something fun, whilst some are on the lookout for challenges. We know how perfectly poised we are in ensuring that we tap into the many available opportunities by ensuring that customers have their needs met.

The threat we are likely to face in this business is the threat of new competitors launching a similar business in the location we would be operating from. Another threatening factor might be a downturn of the economy which would mean that people would spend less than they usually do to come to amusement parks. We however have strategies in place to combat these threats.

7. MARKET ANALYSIS

  • Market Trends

Amusement parks have a constant demand that changes depending on the season, however, changes are not unusually low for this kind of business as it is for other businesses.

However, any amusement park that intends to be in business for a very long time and favorably compete with other established amusement parks will need to stay creative in bringing forth new ideas and also be unique for the overall benefit of the business.

This includes continually exploring ideas that will be fascinating for the wide range of customers who visit the amusement parks.

Another trend for amusement parks is the fact that most amusement parks do not only sell admission rates for visitors who intend to gain entry into the park to see the various attractions that the park has to offer; it also sells spaces to shops, restaurants, event places and other commercial outlets.

Also, huge amusement parks also have accommodation on the site like resorts for people who like to stay for awhile and experience all the pleasures and attractions that the park has to offer.

Lastly, technology through the internet has played a major role in ensuring that more people are aware of the various services an amusement park can offer. Amusement parks can now interact with potential and existing customers via their websites which have been uniquely designed to showcase all the attractions that the amusement park has to offer.

In this industry, one has to network with a whole lot of people in the entertainment industry so that sales can be increased for the overall healthy bottom line of the business.

8. Our Target Market

The target market for amusement parks is huge, as there are a variety of people that visit and make use of the facilities at the amusement parks. This means that our target market cannot be limited to a certain group of people, but all those who have always seen the amusement park as a place to visit.

Our strategic location in Burlington – Washington State is likely o enable us tap into all the available target market in this industry.

Because we know how big this sort of project is, we have in conjunction with several reputable business consultants have conducted our market research just so as to be able to properly define our target market, which will then enable us draft specific strategies that can be applied. Our business is to offer entertainment and other services to the following group of people:

  • Young Adults
  • Senior Citizens
  • Business People
  • Film Studios
  • Celebrities

Our Competitive Advantage

Having a competitive advantage is very important for every business. This industry is one that is filled with huge established amusement parks and our intention to become one of the top five amusement parks in the whole of the United States of America isn’t going to be achieved if we do not come up with strategies that will not only help us compete favorably with our competitors but also ensure that our goals and objectives are achieved.

First off, we are going to ensure that we offer unique services and will recruit the best creative minds to always remain proactive as regards developing new unique games for our customers that will keep us above our nearest and even far off competitors.

Asides, ensuing that we keep our customers thoroughly entertained in our amusement park, we also intend to offer other unique services that are rarely seen in other amusement parks. We intend to offer on-site accommodation to guests that would want to live in our amusement park for a week or more so as to be able to see as many attractions as possible.

All our workers irrespective of assigned position will be trained in the area of customer care and so we will top our competitors in this regards by offering excellent customer care in all ramifications. The welfare packages for our employees across board will be better than the standard package as we intend to create an atmosphere where efficiency and effectiveness is the norm.

Lastly, we intend to ensure that our equipments and game machines are up to the required standards at all times. Our maintenance team will continually carry out regular maintenance of all our working equipment as this would be a way of detecting defective equipment, and keeping accidents at the amusement park up to the lightest and barest minimum.

9. SALES AND MARKETING STRATEGY

  • Sources of Income

Yippy Yap Amusement Park, LLC is established with the sole aim of making profit in Burlington – Washington State and the whole of the United States of America, which we intend to do through different factors by ensuring that we offer different services to our wide range of customers which is intended to shore up revenue for us.

Yippy Yap Amusement Park, LLC intends to generate income through direct and indirect revenue generating methods via the following services;

10. Sales Forecast

The amusement park business is a thriving business that receives a large number of customers daily. However, there is always a demand surge during certain seasons.

Due to our strategic positioning in Burlington – Washington State, we are well positioned to meet our target market in the state as well as around its environs as well. We are optimistic that our target of generating enough revenue that will cover costs of running operations as well as little profits will be achieved during the second year of operations.

Our sales forecast was as a result of a critical evaluation carried out on behalf of Yippy Yap Amusement Parks by our business consultants that we hired. These business consultants who are the best in the field and are well versed regarding the amusement park industry thoroughly analyzed our chances of survival and growth.

The information for the sales projection was gathered based on our location in Burlington – Washington State, and similar start-ups especially those in the same industry as ours. Below are the sales projection for Yippy Yap Amusement Park LLC depending on the above listed factors and several others;

  • First Fiscal Year-: $85,000,000
  • Second Fiscal Year-: $160,000,000
  • Third Fiscal Year-: $320,000,000

N.B: As mentioned above, the above projections are based entirely on what is obtainable in the industry and also based on the facts that the factors used to base the assumptions such as location, stable economy and lack of competitor in the same area of operation remained same. A change in any of these factors will definitely cause a positive or negative change in the sales projections.

  • Marketing Strategy and Sales Strategy

The intention of marketing a product and or service is very straightforward; however marketing itself serves a dual purpose for every business.

The importance of marketing for any business especially those with the intention of making profit is to generate revenue for the business whilst also increasing awareness about the products and or services a business has to offer and even for the business itself as a whole.

However, the old way of marketing products which was through distribution of fliers as well as placing adverts in print and in television might not be as effective especially as technology has not only made it easier for businesses to gain their customers but is also a faster way of generating income for any business, especially amusement parks.

Without marketing, any business no matter how fantastic it looks would likely fail. Because of how huge the amusement park project is, we were careful in deciding what our marketing and sales strategy would be and for this purpose we hired marketing consultants that conducted a thorough marketing survey and feasibility study on our behalf as regards who our target customers are and how we should penetrate the available market so as to draw customers to our business.

The marketing experts we hired have a thorough knowledge of the amusement park business and so would also help in drafting effective marketing strategies in conjunction with our sales and marketing team so that our corporate goals can be achieved.

Yippy Yap Amusement Park LLC intends to adopt the following marketing and sales strategy in providing service to our various customers;

  • Throw a grand opening party to showcase what our amusement park has to offer
  • Give huge discounts for the first two weeks of opening our amusement parks
  • Advertise our amusement park in magazines, newspapers and on television
  • Massively market our amusement park through our website and social media platforms such as Facebook , instagram and Google Plus
  • Engage in direct marketing
  • Advertise on popular forums and traffic pulling websites

11. Publicity and Advertising Strategy

Every business that intends to grow needs to intensify its publicity and advertising strategies, if they intend to favorably compete with other similar businesses in the same industry. The amusement park business is no different and if we intend to secure our lead amongst the top five in the industry, we would need to intensify publicity for our business and the services we offer at Yippy Yap Amusement Park, LLC.

Other ways we intend to ensure that we publicize our amusement park are offering of trainings for those who intend to start their own amusement park business and consultancy services for those who are already in the business. These services will ensure that the awareness for our brand in Burlington – Washington State and in the whole of the United States of America increases so that our customers can readily identify us amongst others.

Listed below are some of the platforms we intend leveraging on in order to promote our Yippy Yap Amusement Park Business LLC;

  • Creating customized tee-shirts with our logos and giving to loyal customers as free
  • Placing adverts on radio and television as regards our brands
  • Placing advert via Google and other traffic pulling sites
  • Participating and sponsoring relevant programs in the community
  • Making use of our social media platforms like Instagram, Facebook, Twitter, Snapchat and other such avenues to publicize our business.
  • Ensuring that our billboards are installed in various strategic locations in Burlington and around the whole of Washington State
  • Design flexi banners and place in different conspicuous locations to increase awareness
  • Distribute our unique fliers in target areas
  • Sponsor school high school, college, and universities entertainment shows

12. Our Pricing Strategy

We intend to offer admission rates that are affordable to our different customers such as children, adult, senior citizen or a family unit.

Our admission rate is usually all-inclusive and allows customers see attractions, use rides and enjoy live entertainment. Customers who want extra services such as specialty rides and attractions, merchandise, concessions and arcades will definitely have to pay more.

Pricing in admission parks usually boils down to two categories such as physical and non-physical choice categories. Even though both categories need an admission ticket, they offer different services. The physical choice usually includes admission packages that are based on the type of amenities and inventory to be used, while the non-physical choice usually includes rates for different usage times.

During our first one month of operations, we intend to ensure that all rates for different admission categories are discounted so that more customers can patronize our services.

  • Payment Options

Yippy Yap Amusement Park LLC intends to ensure that all our customers have different payment options that suit them. Our payment policy will be broad and inclusive of all the categories of customers we are likely to get. The payment options that we will make available to our wide range of customers include;

  • Cash payment
  • Credit Card payment
  • Payment via Point of Sale (POS) Machine
  • Payment via online transfer
  • Payment via mobile app transfer

The above payment options were carefully chosen in conjunction with our bank which we believe offer the best baking platforms that will ensure that all payments go through with few hitches as possible.

13. Startup Expenditure (Budget)

The amusement park business is one that requires a whole lot of start-up capital that is usually spent on getting the machineries and equipment to use in starting the business. Asides from getting the machineries and equipment, the bulk of the capital is also used to pay employees and pay other bills till the business starts making its own money to pay for these aspects itself.

The key areas where the start-up capital will be spent on are;

  • Total fee for registering business and handling other legalities in the United States of America – $2,000
  • Zonal licenses and permits – $30,000
  • Cost of hiring several business consultants – $500,000
  • Insurance policy (workers’ compensation, general liability, property and equipment liability) – $1,000,000
  • Operational costs for the first one year (employee salaries, utility payments and other running costs) – $5,000,000
  • Cost of leasing land for amusement park – $5,000,000
  • Cost of acquiring and installing equipment and machineries – $40,000,000
  • Cost of building several facilities – $10,000,000
  • Cost of equipping each building with necessary gadgets – $3,000,000
  • Other start up expenses (installations of phones, computers, printers, security cameras and furniture) – $2,000,000
  • Cost of store facilities (ventilation, shelves, cleaning supplies) – $1,000,000
  • Marketing expenses (promotion for grand opening as well as marketing for the first one year) – $2,000,000
  • Cost of building and launching an official website – $20,000
  • Cost of start-up inventory – $3,000,000
  • Cost of hosting launch party – $1,000,000
  • Miscellaneous – $500,000

From the above estimation, we would require the sum of $75,000,000 to be able to successfully launch and operate an amusement park in Burlington – Washington State. The amount is inclusive of capital expenditures such as land and building and running costs such as employees’ salaries and utility bills payment for at least a year of operation.

Generating Funding/Startup Capital for Yippy Yap Amusement Park Business

Yippy Yap Amusement Park LLC is a business owned by several investors but run by an entrepreneur and business man, Jack Cuba. Knowing how huge this project is, Jack intends to source for the start-up capital from the following five major sources. The below listed areas are where we intend to start generating capital from;

  • Part capital generation from personal savings and sale of stocks
  • Sourcing capital from angel investors
  • Sourcing capital from venture capitalists
  • Apply for loan from a bank
  • Source for capital from wealthy friends and family members

N.B: From the following five major sources, we were able to generate $10,000,000 from personal savings and sale of stocks. We generated $10,000,000 from wealthy friends and family members.

From angel investors, we were able to generate the sum of $20,000,000 . From venture capitalists, we were able to generate the sum of $10,000,000 . We are currently seeking for a loan of $25,000,000 from our bank and have all documentations in place. We know the loan will be approved within a month as we have met all the conditions from the bank.

14. Sustainability and Expansion Strategy

Every business that has gone through the rigors of establishing itself to make profit as well as favorably compete against its competitors in the same industry always has plans in place to ensure its sustainability. Not having a sustainability strategy would mean that the business might not last for very long before failing.

While we intend to offer unique services at Yippy Yap Amusement Park LLC, we also intend to ensure that the feedback from our customers guide us all the time. We know how important customers are to any business especially to our kind of business and so we would ensure that asides offering the best services possible to our customers.

We would also ensure that the lines of communication between our customers and us are always opened. We also intend to keep our customers happy by ensuring we promptly attend and resolve all complaints in a timely manner. Asides taking good care of our customers, we know that keeping the employees happy as they are our internal customers is very important too.

We would pay our employees with what is obtainable across the industry. We also would ensure that staff welfare is available for all our employees and that incentive packages are kept in place to reward hard working employees. Our employees would also undergo trainings periodically so that it would enhance their skills on the job and also ensure that they stay updated as regards new improving technologies in the work place.

These two factors are very important and of a huge concern to us and we know that with the right plans in place in hiring a competent workforce that is committed to our goals and objectives, we would attain our vision of becoming amongst the top five well known amusement park in the whole of the United States of America.

Check List/Milestone

  • Business Name Availability Check: Completed
  • Business Registration: Completed
  • Opening of Corporate Bank Accounts: Completed
  • Securing Point of Sales (POS) Machines: Completed
  • Opening Mobile Money Accounts: Completed
  • Opening Online Payment Platforms: Completed
  • Application and Obtaining Tax Payer’s ID: In Progress
  • Application for business license and permit: Completed
  • Purchase of Insurance for the Business : Completed
  • Conducting feasibility studies: Completed
  • Generating capital from family members: Completed
  • Applications for Loan from the bank: In Progress
  • writing of business plan: Completed
  • Drafting of Employee’s Handbook: Completed
  • Drafting of Contract Documents and other relevant Legal Documents: In Progress
  • Design of The Company’s Logo: Completed
  • Graphic Designs and Printing of Packaging Marketing / Promotional Materials: In Progress
  • Recruitment of employees: In Progress
  • Creating Official Website for the Company: In Progress
  • Creating Awareness for the business both online and around the community: In Progress
  • Health and Safety and Fire Safety Arrangement (License): Secured
  • Opening party / launching party planning: In Progress
  • Establishing business relationship with vendors – wholesale suppliers / merchants: In Progress
  • Purchase of trucks: Completed

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Amusement Park Business Plan

Start your own amusement park business plan

Wasatch Family Fun Center

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

I&B Investments is a new limited liability company formed under the laws of the state of Utah.

This document has been prepared to provide the reader with information about our company, including business structure, company goals, projected growth, venture capital requirements, start-up costs, an investment analysis and the industry trends.

I&B Investments has identified the family entertainment industry as its primary interest and to that end the company has focused its efforts on the development of one or more family entertainment centers (FEC) to provide quality family entertainment activities to the communities in the Weber County, Utah area.

Focused on family entertainment in a family-oriented community, I&B Investments is a company primed to take advantage of an expanding and profitable industry.

Entertainment has become a buzzword of the new millennium. David L. Malmuth, senior vice president of the TrizenHahn Development Corp. has observed, “People are not just interested in buying things. They want an experience, adding that the keys to providing successful experiences are authenticity, fun and participation. Americans have money to spend and will spend it on entertaining themselves. In fact, statistics show that people in the United States spend more on entertainment than on health care or clothing.”

Quality family entertainment is the focus of I&B Investments. The construction and commercialization of one initial FEC is factored into the initial development phase detailed within. The company’s proposed FECs will be designed to provide the type of family entertainment and adventure the current market demands.

The first proposed site is a ten-acre parcel in Weber County, with a second site to follow within five years.

In addition to other funding and capitalization efforts detailed herein, the Company anticipates that it will seek funds from the Government Redevelopment Agency which may assist in the purchasing of land for development of the proposed sites.

A recent census conducted by the U.S. Census Bureau found that from 1990 to 1998, personal consumption and expenditures for amusement and recreation increased by $31.5 billion, with an overall industry gross of $56.2 billion. Source: U.S. Census Bureau, Statistical Abstract of the U.S: 2000 – The National Income and Product Accounts of the U.S., 1929-94, Vol.1.

Based on the current entertainment prices and cost of revenue structure in the local amusement and recreation industries, we believe that our anticipated FEC’s will have the potential of several million dollars in gross sales in the first year of operations.

With our strong management team and our aggressive marketing plan, we project a consistent and minimum annual growth of five percent.

Amusement park business plan, executive summary chart image

1.1 Objectives

The company’s objective is to build quality, full-service FECs that will command the approval of the predominantly LDS community which it serves.

Our goals include:

  • A 10% market share in our first year.
  • An modest increase in our gross margins within the second year of operation
  • An increase in our market share by a minimum of 10% for each of our first five years.

Currently, there ARE no quality FECs in Weber County, or the surrounding areas (for a radius of 50 miles).  The company believes that by entering the marketplace first and by establishing quality facilities, it will become, and remain, a leader in the FEC industry in the Northern Wasatch Front.

Our fundamental objective is to realize how we impact the community that we do business in, knowing that we will stand the test of time if the local residents approve and support our center.

1.2 Mission

I&B Investments sole purpose is to establish a profitable and well managed company while at the same time creating an atmosphere of fun and excitement for the entire family, with activities designed to please the local residents, as well as the substantial tourist base of the Northern Wasatch Front.

1.3 Keys to Success

Based on our research, our primary targeted market is parents and their children (ages 5-15 to 54).  With that in mind, we intend to design our facilities to address this primary market, while keeping in mind the secondary markets such a teens and young adults.

We believe that our main 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

We believe that we can minimize certain risk factors by:

  • Initial capitalization of the company to sustain operations through year one
  • Low overhead through the use of multi-skilled employees and continual training
  • Strong customer base through aggressive marketing
  • Strong community ties and involvement
  • Eliminate collection costs by establishing cash/credit/debit card only facilities

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Company summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">.

The company anticipates that its first FEC will be located in Weber County, Utah facing the Majestic Wasatch Front Mountains. The company’s FEC will be the most modern in the Northern Wasatch area.

Initially named the Wasatch Family Fun Center, the company anticipates that its facility will have a positive impact on the local environment and economy.

Mr. Bill Rameson, CEO of Palace Entertainment, the largest FEC chain in the world, has observed, “With most family entertainment centers having a 15 to 20 mile reach and in today’s climate, you’ve got to understand what you’re trying to accomplish. You’ve got to understand your market. You’ve got to understand construction. The attractions have to be both interactive and competitive.” 

I&B Investments proposes to choose its locations after thoughtful and detailed research and demographic profiling.

2.1 Company Ownership

  • Managing Partner – Mark D. Bergman 

Limited Partners:

  • Acting C.F.O.- Val R. Iverson
  • Operations Manager & Public Relations – Senator Joseph L. Hull
  • Retail Space Leasing Agent Gift Shop Manager.- Laura Strebel
  • Director of Sales and Marketing – Roger Smout
  • Manager of Treasury and General Accounting – Rod Schaffer
  • Manager of Promotions & Customer Service – Darren Strebel

Consultants / Non-Partners (retained):

  • General Entertainment Manager / Consultant – Harold Skripsky
  • Redevelopment (RDA) Specialist – Randy Sant

2.2 Start-up Summary

For Phase 1 the Start-up table reflects the cost of the center, activities and 8.5 +/- acres.

All Construction cost are included in the gross loan, but not detailed in the “Start-up Cost table” because these costs happen before the projected pro forma begins.

In the Start-Up Funding table there are two forms/types of investors listed:

The Seed Investors/Partners that come under #1-11 , are considered the seed funding group and company management team.  Their investment is not secure and carries a greater risk of loss.  Therefore, the percentage of the company that this group receives for their investment equals a much greater company ownership than the secure partners do for their investment (these partners are also earning sweat equity shares for their involvement/efforts rather than wages during development). 

The Start-up Investors/Secure Partners that come under #1 -4 , 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.  Their investment will be escrowed and secure until the company has secured funding for the entire project.  There is no risk of loss that is associated with these investors.

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

Amusement park business plan, company summary chart image

2.3 Company Locations and Facilities

The first proposed site / property has two different aspects to it:

  • We purchase a 10 acre parcel on the site and construct our center.
  • We incorporate a Government Redevelopment Agency (RDA).  Which can provide our company with a government grant (funds) that can help us purchase the entire 44.6 acres.  This involves more risk but offers higher profits because we will need to resell 20 acres +/- once they are developed.

Therefore, within this business plan we will present a primary look at both possibilities, including 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 companies future management and marketing team.

Our proposed site is the 44.6 +/- acres running along the west side of the Interstate, with three planned future (roads) accesses/easements.

The entire property is zoned commercial and the owner has stated that he supports our project and will carry a contract. Phase 1 would place our FEC just north of the other existing commercial establishments. 

The latest traffic figures report an average daily traffic count of 30,685 cars exiting and entering the interstate at this junction and the interstate (north and south bound) carries an average daily traffic count of 56,490 cars. Source: Utah Department of Transportation.

Our FEC’s will provide customers with a wholesome environment that provides amusement, entertainment, excitement, competition, year round activities, souvenirs and great food all while forming lasting memories at affordable prices.

Although there is currently no competition in the immediate area in which we plan to establish our FECs, we believe that because the FEC 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 – Cold weather will close the outdoor competition.
  • Year round play with a wide variety of activities – Our season never stops.
  • Seasoned, successful management team .
  • Contracting top FEC consultants – To counsel on key attraction layout and design.
  • Working with USU Extension Program – Determining tourism impact.
  • Working with Utah Department 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 I&B Investments to accomplish its goals and lead the local family entertainment industry, depends upon the expertise and social conscience of the management team. Our management team understands these facts and several members of our management team have been recognized in the past for their outstanding community service and involvement. 

Several local surveys have been reviewed and provide valuable information about a vast list of requirements that need to be met for an FEC to attract the local residents. We will strive to meet these desires and we will take future surveys with our customers to make sure that we are ahead of the curve. Source: USU Extension Program.  

The Story of Dave & Busters – Family Entertainment Centers “In 1982, Dave Corriveau and Buster Corley brought an idea to life. Create a place where adults can enjoy great food, terrific drinks and the latest interactive games – all in one place.  They discovered a winning formula. Over the past 18 years, Dave & Buster’s has grown from one location in Dallas, Texas, to a nationwide organization. And with the help of our creative and dedicated employees, we’re able to keep growing and providing our guests with a unique experience.” Source: Dave & Busters.

I&B Investments intends on building an FEC with a 15,000 to 20,000 square-foot main building located in the Northern Utah area and provide such activities and services as: go-carts, miniature golf, climbing walls, batting cages, skycoaster or tower swing, air hockey, foosball, paint ball, laser and phazer tag, skateboard arena, outdoor bumper boats, gaming & redemption center, chess/backgammon playing areas, souvenir/gift shop, ice cream, pizza, pretzels, drinks, private party rooms (birthday & corporate), massage therapy center and a coffee shop.

I&B Investments anticipates entering into an agreement with Harris Miniature Golf Company (HMGC) to construct the course at its facility. The mini-golf course landscaping will depict the Wasatch Mountains area. The environment is casual and the design will capture the romantic era of a visit to the Olde West. The casual ambiance will be enhanced with mellow beat music and the sound of rushing water created by the falls and streams on the golf course. The quality of play and excellent service will ensure a large loyal following of customers.

“It’s an icon of the American landscape. It gives people a sense of other worldliness. And it’s non-gender and non-age biased,” says Steven W. Rix, executive director of San Antonio, Texas-based Miniature Golf Association of the United 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,” states Dave & Paul of the Professional Miniature Golf Association of Salt Lake City, Utah.

3.2 Future Services

I&B Investments will expand its family entertainment activities during its first year of operation, by adding bumper boats, go-carts and other attractions as discussed elsewhere in our plan.

In addition I&B Investments is already working on contingency plans for adding more facilities along the Wasatch Front.

To further increase revenues and public attraction, I&B Investments is working to establish several other entertainment (outdoor) activities that will be put in place using revenue-sharing programs, such as the Skycoaster.

Market Analysis Summary how to do a market analysis for your business plan.">

Research has indicated that the prime market for a FEC 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 FEC 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 seven to ten mile radius is considered the radial market area of a FEC.  However, depending on competition (or lack thereof) a market area can grow to a fifteen mile radius and with easy highway access to a radius of twenty miles from the FEC.

The U.S. Census Bureau, Census 2000, and the Weber County Economic Development provides us with the following demographic information about our area (15 mile radius).

  • Average household size is 3.5 persons
  • Average household adjusted gross income is $39,250

4.1 Market Segmentation

I&B Investments’ 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.

Amusement park business plan, market analysis summary chart image

4.2 Target Market Segment Strategy

A full-time public relations coordinator is a vital part of I & B INVESTMENTS’ management team.  The job will require this person to be responsible for assuring customer satisfaction, generating public awareness for the types of entertainment offered at our “FEC,” and attractively promoting the various activities to the public.

Even though, our 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 our 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 Weber & Davis County area, we discovered that our proposed service will be filling a void that has existed for years in the local entertainment market. 

Our primary targeted counties are Weber and Davis. These counties represent two of Utah’s top three counties with the highest personal income levels in Utah (Davis county being #1) which relates to more money available for entertainment.

1999 Average Household Adjusted Gross Income

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 companies indifference to local customers concerns.  To avoid this happening locally, I&B Investment’s desire is to create their niche in the Utah market before the national chains move in.

The Business Journal of Kansas City -1996.  “During the past five years, large chains like The Blue Eagle Golf Centers Inc., and The Golden Bear Centers, have been buying up various FECs attempting to control the market.”

Parks & Attractions – January 29, 2001, Amusement Business.com (newsletter). “Right now we have 20 locations.  They are all the typical FEC: batting cages, bumper boats, miniature golf, indoor arcades. There have been a lot of things tried and we’ve seen some things fail.  We’ve seen Disney come and go with its Disney Club, their birthday-party type concept, and Discovery Zone has come and gone.” Taken from an interview with Mr. Bill Rameson, a FEC Pioneer and CEO of Palace Entertainment, the largest FEC chain in the world.

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.  

Page 11, of the 2001-2002 industry report complied by the International Association for the Leisure & Entertainment Industry, states that even after years of exponential growth, FECs are still a strong growing segment of the amusement industry.  In 1990, there were only about 250 centers and today the count is around 10,000 to 12,000 with 19% of the establishments earning $1,000,000 to $3,000,000 and 16% making over $3,000,000 annually.

For more great information about the amusement industry and the positive upward tread, there are two main industry magazines that provide current industry statistics.  They are Play Meter Magazine and Vending Times.  The 2001 census of the Industry, by Vending Times is the 54th in a series that dates back to the dawn of the modern era in vending.  It is based on a mailing to 12,000 operating entities that yielded 1,206 usable replies.

Fun Center Sector Remains Robust as Operators Pace Expansion Strategies – Vending Times,  January 2002.  “A complex but promising growth opportunity confronts the fun center market in 2002.  Family entertainment centers, location-based entertainment sites, arcades, and game rooms all stand to create larger customer bases and have a solid chance to cement greater customer loyalty if they invest wisely to create the kinds of experiences that players actually want to have.”

4.2.3 Market Growth

As the population ages the potential market size increases and with the type of entertainment offered at our facilities, we are confident that our customer base will continue to grow and remain stable for the foreseeable years to come.

The market for a modern FEC center in the Weber/Davis County area is superior to most, partly due to the tremendous population growth which has occurred during the past five years. With the overwhelming majority of the population living and working within 15 miles of our first selected site. Additionally, there is not an FEC of this type within 50 +/- miles.

Population Growth :  In the 10 year period of 1990-2000, Weber County experienced a 24% increase in residents, closing the millennium at 196,500 and this rate of growth is projected to continue through 2020.

Utah’s Resident Population

4.3 Service Business Analysis

We requested Dr. DeeVon Bailey, of Utah State University, Professor of Economics to study our area and industry, then report and publish his findings.  We requested Dr. DeeVon Bailey to publish his finding because, we wanted his non-bias review and we felt that informing the competition about his findings was a good thing.  Here is an exact copy of that report,

Preliminary Assessment of the Economic Multipliers for

Amusement Companies in Weber County, Utah State University

By DeeVon Bailey, Ph. D. Department of Economics Utah State University February 1, 2002

This document provides you information on the various economic multipliers you can use to assess the impact of your proposed business.  The multipliers I am giving you were generated based on information from Weber County during 1998 (this is the latest information we had). 

We were able to get information on two types of amusement companies – 1) Amusement and Recreation Services (ARS) and Membership Sports and Recreation Clubs (MSRC).  I suspect that the first category, ARS, more closely fits your situation than the second. 

The economic information and the economic multipliers were generated by IMPLAN, an internationally recognized input-output model that is widely used.  Dr. Donald L. Snyder generated the information for us.  The following table presents some of the base economic information for ARS and MSRC in Weber County in 1998:

Let me interpret this table for you.  In 1998, ARS had $17.111 million in total sales in Weber County and employed 830 people.  The employment number is a person count and not full-time equivalents.  You need to divide the employment number by perhaps “4” to get the full-time equivalents (jobs).  Total compensation is employee income plus proprietor income plus rental income plus interest income generated by the business type. 

So, in the case of ARS total compensation was $5.128 million of which $1.820 went to employees (wages and salaries) and $3.552 million went to owners (proprietors) as net profit.  Indirect business taxes are basically sales taxes generated by the business types according to Don Snyder.  So, ARS generated about $866,000 in sales taxes during in Weber County in 1998.  Total value added is basically total sales less what would be equivalent to the cost of goods sold. 

So, in 1998 ARS generated $17.111 million in sales of which $11.366 million could be attributed to the value added by labor, management, etc. by persons in Weber County.  This suggests that ARS made purchases of about $5.745 million (17.111 – 11.366) from sources outside of the county to be able to generate $17.111 million in sales.

Economic Multipliers for Weber County Amusement Industries

The following are some of the key economic multipliers you should use to judge the impact of your proposed business.

Type and Value of Multiplier

The interpretation on these would be as follows:  The output multiplier of 1.50 for ARS would indicate that for each $1 in sales for this industry that an additional $0.50 is generated in sales in the County.  For example, if your business generates $1 million in sales then that $1 and an additional $500,000 would be generated in sales for the County each year for a total of $1.5 million after the multiplier effect.

The indirect business taxes multiplier for ARS is 1.57.  This means that for every $1 in sales taxes generated by your business that an additional $0.57 in sales taxes will be generated in Weber County.  For example,  if your company generates $10,000 in sales taxes an additional $5,700 in sales taxes will be generated by other economic activity in Weber County as a result of the economic multiplier effect (57% * $10,000).

The total value added multiplier for ARS is 1.48.  This indicates that for each $1 in economic value generated by the business above the costs of inputs purchased from outside of the County would generate an additional $0.48 in value added for the County economy.  This roughly means that if gross profit for the company is $1 then gross profit in the entire county will increase by $1.48 million (this figure includes the $1 in gross profit for your business and the $480,000 that would be generated for other businesses in the County)

The employment multiplier for ARS is 1.17.  This suggests that for every person you employ in your business that another 0.17 jobs will be created in the county.  So, if you employ 50 people then, besides your 50 jobs, another 8.5 jobs will be created in the County (0.17 * 50).  Remember that these are jobs and not full-time equivalents since many of these people will be part timers.

4.3.1 Competition and Buying Patterns

The Amusement 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.  All of these sources ship overnight which reduces the requirement for a large on-hand inventory.

“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.” – Economy Affects FEC Biz – October 01, 2001 Amusement Business.com.

I&B Investments is a business focusing on family entertainment where there will be sports and activities that all ages can participate in and enjoy as individuals or as a group.  It 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 without having to know how to play like a pro. Miniature golf and other related activities (that require minimum strength and athletic ability) are some of the highest-rated family participation sports in the United States. 

By far, the most significant factor to affect the FEC business in the forthcoming decade is the dramatic growth of the 25 to 44 year old segment of the population. This age group represents the prime segment of the population that enjoys playing in tournaments.  Our FEC will be high-tech, totally computerized centers.  Pro play will be offered in the facility year round, increasing the profits for the center.

Competition in the amusement industry in Weber County is considered mild at best and most venues are remotely located.  Our first choice of locations is superior and offers us an edge against future FECs or similar services.  We will create our niche in the market place by being the first FEC in the surrounding area, but to keep our competitive edge we know we have to choose the right location. 

Experts say, “If you require a big grand opening or spend a ton on advertising your center, 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.”

4.3.2 Main Competitors

Page 7 of the 2001-2002 annual industry report, complied by the International Association for the Leisure & Entertainment Industry, points out that there are NO TRUE FEC’s registered in the Rocky Mountain area and our research confirms this. This provides a prime awaiting customer base and helps assure that our facilities will be in command. We will be entering the market place as the leading company for amusement and entertainment to the area.

The other local, single activity establishments will not have much of an impact on our potential customer base, especially in the winter months when most of the local amusement businesses are closed.

None the less our facility will be competing with other established recreation and amusement activities for the consumer’s dollars. These venues are: movie theaters, bowling centers, roller skating, sports venues, theme parks, golf courses, fitness centers, night clubs, ski resorts and etc. Yet, none of these amusement activities truly compete with our facilities, because at our proposed facility we will offer more entertainment options custom-fit to the community and tourist.

Locally there are only two miniature golf courses (both built in the 1980s) and about ten golf courses. Many items like upgrades, new equipment, new attractions, websites or even having a fax machine, have not been a priority to some of these establishments. In others words, because there isn’t much competition, the existing venues do not see any reason to make customer satisfaction a priority.

I&B Investments will be the first of its kind in the area to address our underserved market, understanding that price is not the public’s only buying criterion. We at I&B Investments believes that customers want to feel a holistic process of having fun and they expect prompt service. Combine that with a clean environment and properly working equipment and we are ensured that our customers will come back again and again.

Strategy and Implementation Summary

Our services will be positioned to provide our customers with a premium amusement and entertainment experience.

Thus our pricing strategy will be to charge a premium price as per industry standards.

The following subtopics will present our sales strategy, marketing strategy, pricing strategy, daily customer projections and promotion strategy. To see comparison FECs and their current pricing refer to financials topics for projections and pro forma comparisons.

I & B INVESTMENTS 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 “FEC’s” 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 our company and our location are going to make it very difficult for competitors to enter and survive in the market area.

I&B Investments research shows that the opportunity exists to provide a high-quality service in a family-oriented environment, where we can offer competitive pricing to our customers and still make an outstanding profit in this demanding market.

The keys to our competitive edge There are several critical issues based on the lifestyles of the area for our business to be accepted and survive.

  • Produce maximum profits, but still able to offer affordable entertainment
  • Provide the best games/family sports
  • 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

Our customers can come from all age groups, male and female, all races, every income level and can be local residents or tourists to the area.  That is why our marketing plan started at the construction phase; by keeping in mind, if it looks fun people will come.  Thus the main factor to our success is simply that a person can enjoy themselves at our center while participating in an activity they choose.

Our full-time public relations manager is a vital part of our management team, by assuring that customer satisfaction is provided and gathering information from the public about the types of entertainment most desired.  This can provide our company with the means to stay in touch with the community and ready to meet their desires. 

5.2.1 Pricing Strategy

To establish the following detailed chart, we referred to several factory-pricing recommendations and the local competition. 

The following details our pricing and the # of customers per month that we used for our cash flow projections.  These projected numbers are 35% +/- of daily operation capacity and being open for business 26 days a month, closed on Sundays.  It should also be noted, there maybe activities planned that are not included in our 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

I&B Investments’ first objective in promoting our center will be to capitalize on the power of the 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 our future planned website are not just as important in reaching new customers and will be employed as follows:

Advertising Getting our positioning message to the public, “family recreation,” where fun and customer service is paramount.

Utah’s State Tourist Dept Keeping them aware of our center and all current promotions.

Go-cart Track Signs Local businesses can buy sign footage and have their signs placed around the track like you would see around any race track.

Freeway & Site Signs Self explanatory.

Sales Brochure Informing the public of all the activities found and offered at the center.

Player Rewards Rewarding customers for spending money through establishing frequent player programs and sponsoring up to $50,000 a year towards prize money awarded through tournament playoff prizes.

Community Involvement The activities of the center will be promoted as a place to bring your group to participate in events and raise funds for “project name here.” These types of fund raising events can request that a portion of each players expenses be donated to their organization (a standard amount will be established).

5.3 Sales Strategy

I&B Investments intends on providing a venue in which the entire family can really enjoy their leisure time by participating in fun and competitive activities that require minimum strength and athletic ability.  Supported with great service and offered at competitive prices we have the winning combination.

At our facilities the value of entertainment experience that our customers receives would be considered high compared to per dollar spent (“Biggest bang for your buck” or “You get your moneys worth”), and by providing the best in the area, our management team expects to reach an even broader market than used for our cash flow projections.

Our sales strategy is set on the very basics of business, please our customers and they will return again and again.

5.3.1 Sales Forecast

Sales as per population (exclude tourist) Using our minimal targeted market population of 418,399 people, we will detail how easily we can reach our projected income goals.

  • 10% of 418,399 people = 41,839 customers per year, each spending $81.26 per year, or $8.50 per visit and visiting 9.5 times a year.
  • Or, using our projected average per person expenditures = $8.50 x 1,225 customers daily = $10,412 x 313 days a year = $3,259,112 per year.

This means that we can meet or exceed our projected income if approximately one out of three possible customers visits our center once a year and spends a minimum of $8.50 on that visit.

2006 shows increase in sales caused by the opening of Phase 2.

The following chart shows I&B Investments Projected Sales Forecast and the annual projections for the next five years. Monthly figures are detailed in the appendix. To see activities pricing break down & projected numbers used see topic 4.2.

Amusement park business plan, strategy and implementation summary chart image

5.4 Milestones

Set forth below are the main milestones in the schedule of proposed development. We have carefully reviewed the timelines for start-up and firmly believe that once we are completely funded we can construct and open our initial FEC within less than one year of breaking ground.

  • Purchase of property for FEC site by October 2002
  • Preliminary architectural drawings
  • Secure construction loan
  • Approval of final architectural drawing
  • Obtain all required permits
  • Site preparation
  • Order long lead items (i.e. go-carts, boats, skycoaster, etc.)
  • Construction of center (construction phases are three and five-month timelines)
  • Develop operations and employee manual
  • Hire personnel
  • Prepare and finalize marketing campaign
  • Train staff
  • Order inventory
  • Soft open (training period 30 to 45 days)
  • Grand Opening/Mothers Day weekend 2003
  • Construction on Phase 2 Starts in 2005.

Amusement park business plan, strategy and implementation summary chart image

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

Our company philosophy is based on mutual respect for all contributions made by our participating or limited partners, investors, consultants, and employees without regard to the position held in the company.  Those who work with I&B Investments will learn to enjoy and trust our partnership environment, because we all strive to create an environment that enables us to work smarter-not harder and suggestions are valued, appreciated and rewarded.

I&B Investments will also work toward establishing community involvement programs that will demonstrate how our business can contribute to a better quality of community life.  Projects such as using the FEC facilities to help civic groups obtain their financial goals (by offering fundraising events); working with schools, churches, and other groups on programs for mutual benefit.

6.1 Management Team

Mark D. Bergman, Managing Partner Mr. Bergman is a self starter and natural leader, he has been self employed in several different trades.  He is an accomplished carpenter, strip mining operation director, welder, college-trained auto mechanic, structural architectural consultant, computer operator, human resource officer, safety director, patented inventor, proven business manager and started his training under his Father who was an engineer and a successful entrepreneur. During Mr. Bergman’s career he has received numerous state and community commendations for his involvement in community improvement and youth development programs. He is also bilingual with Spanish as a second language.

Mr. Bergman has had a successful career in the construction industry, is trained in a wide range of executive level positions and has served in a number of capacities including project management, construction site OSHA safety director, manufacturing start-up, and national marketing and promotions. Mr. Bergman’s strongest personality trait is his natural leadership ability.

Responsibilities : Design and manage the construction phase and serve as the operations director.  Develop and implement the operation, safety, maintenance and training programs for the center.

Joseph L. Hull, Manager Operations (GM) & Public Relations Officer Mr. Hull has degrees in chemistry, german and a masters degree in education. He is bilingual with German as a second language. He is also highly skilled in the art of negotiations, public relations, oversight of complex budgets, business management and problem solving.  He was elected and served as a Utah State Representative for six years and as a Utah State Senator for eight years.  He has served on several Federal & State Legislative committees and task-forces.  He has been recognized and received awards from various Universities, School Districts, Highway Patrol Associations, the National Guard, State Parks Department, Utah’s Foreign Language Teacher of the Year, Utah’s Public Safety Department, Utah’s Legislative Award of Excellence, Friend Of Agriculture from Utah’s Farm Bureau and is on Utah’s Educations Honor Roll.

Responsibilities : Participate in the company’s strategic business plan; coordinate training and operation programs; act as opening (mornings to midday) operations director; customer service director and public relations consultant once the center is open.

Darren B. Strebel, Manager of Promotions and Media Mr. Strebel has served on the board of directors on housing associations and has over six years of experience with developing and operating his own businesses, which include performing the services of an investment consultant and financial planner.  His skills also encompass developing programs for company marketing, advertising, distribution and client fulfillment.  Mr. Strebel has over thirteen years experience of working for the IRS and US Postal Service, where he acquired skills that included accounting, auditing, labor negotiations, customer service and office management.

Responsibilities : Implement the direction of the marketing with day-to-day management responsibility towards designing of art and graphics work and promoting of the company’s FECs.

Rod  Schaffer, Treasurer/Comptroller Mr. Schaffer is a certified public accountant (CPA) and has a B.S. degree in accounting as well as a B.S. in Music Education. He has worked as an independent public accountant and taxation consultant for over ten years and has extensive experience with tax filings of all types as well as budgeting and financial matters. Mr. Schaffer has also provided various corporate services including the preparation of corporate bylaws for various structures including LLCs, DBAs and both S and C corporations.

Responsibilities :  Will serve as the company’s comptroller whose duties will include daily journal entries,  corporate bookkeeping duties, revenue review, statements reconciliation, monthly P/L schedules, accounts payable and other related matters; is the point-of-contact for external payroll service contractor and independent CPA services.

Laura Strebel, Retail Space Agent and Gift Shop Manager Ms. Strebel has owned and operated Laura Strebel Engraving & Gifts, a successful business of custom gifts and crafts, for over twenty years.  In addition, she holds a Utah State Real Estate Brokers License and has been an active real estate agent for 12 years. Ms. Strebel has also been a notary public for over two decades and was a founding member and past board member of the influential Ogden Anti-Graffiti Task Force.  She has worked with the local government on several youth outreach programs and she has sat on Utah State Legislative task forces that implemented new state laws.

Responsibilities : Seek, review and qualify tenants for leased spaces.  List and sell any property that becomes available caused by our development, manage and operate the gift and souvenir shop, assist in oversight of company’s daily accounting.

Senior Staff Consultants

Harold D. Skripsky, Entertainment and Activities Consultant Mr. Skripsky was the founding director and past president of International Association for the Leisure and Entertainment Industry (IALEI) and is the chairman of the board of Leisure and Entertainment Trade Show (LETS), a joint venture by three industry associations which own the Fun Expo.

Mr. Skripsky began his career with the McDonald Corporation, where he quickly rose to operations manager, overseeing 110 franchise operations.  He was one of the partners who developed and opened Enchanted Castle in 1982 (a single FEC that grew to earn over $5,000,000 gross income a year).  Originally developed as a 10,000 square foot theme-oriented restaurant and game room, Enchanted Castle was expanded to 40,000 square feet in 1989.  In 1997 he sold Enchanted Castle to Ogden Entertainment, and now serves as a consultant to their entertainment division.

Responsibilities :  Ongoing review of the company’s business plan and advise/consult on all aspects of entertainment activities, assist in building design, floor layout of activities, assist with training and explaining the general functions of our FEC.

Val R. Iverson, Financial Consultant/Advisor Mr. Iverson has degrees in distributive education and sales technology and is a licensed real estate broker.  He is highly skilled in business start-up, management, sales, marketing and fulfillment.  He is the vice president of All American Playground Equipment and a partner of American Trampoline, and thus is very experienced with sports and playground equipment manufacturing and marketing.  He is also highly skilled in subdivision-style construction.

Responsibilities :  Participate and actively consult in all phases of the company’s strategic plans. Coordinate the purchase of properties, oversee business management setup, review and consult over inventory control, review and pursue investment capital and profit oversight.

Roger Smout, Marketing and Sales Consultant Mr. Smout is currently employed as a midwestern district sales manager for I.B.S and was voted salesman of the year for 2001-2002.  He is bilingual with Korean as a second language.  He has a bachelors degree in technical sales and has completed several focus group courses on employee management, product presentation and placement, with direct customer service experience both in-house and out in the field.  Mr. Smout has extensive hands-on experience in advertising production, graphic design layout and multimedia publishing.

Responsibilities : Consult and advise as to the company’s marketing, sales and advertising.

Steven Eames, General Contractor and Construction Consultant Mr. Eames has been actively licensed by the State of Utah’s Contractor Licensing department for over twenty years.

Responsibilities : Be the acting general contractor for building permits, consult on construction schedule and the like.

Randy Sant, Government Redevelopment Consultant/Advisor Mr. Sant has overseen and organized almost every redevelopment agency that has been established in the state of Utah.  To discover more about Mr. Sant and his abilities in RDA funding please type his name into your Web browser and do a search.

Responsibilities : Consult and actively setup any redevelopment agency and contracts between the company and city government.

Other Executive Support Agencies : Legal services; Auditing services; Insurance company; Banking services; Architectural, planning and design services.

6.2 Organizational Structure

The company’s structure is as follows:

This group represents 41% of the company ownership, with the remaining percentage of the company’s ownership under the control of the managing partner, but is considered to be held in the company’s treasury and all taxes that are assessed against this percentage are paid from the general fund. 

All partners are considered to have equal voting rights as per ownership and if a vote is called, each partner is allotted one vote per percentage of ownership.  The managing partner is elected by votes and is to remain as such unless a vote is requested and the majority votes change.

The managing partner is responsible to oversee all operations and is required to inform and report to all other partners of progress.  By no means is the managing partner obligated to perform any requested function unless he is convinced that it is for the betterment of the company or if a majority of the partners request that there be a vote, or that the object in question is voted to be put before arbitration (as explained in the partnership agreement).

6.3 Personnel Plan

Customer service is paramount in our business and our business plan.  The management team will accomplish this goal by targeting employees who are willing to be trained and by providing encouragement and employee incentive programs.  I&B Investments will contract with an employee leasing program to help provide the full-time staff with such things as:

  • Health care insurance
  • Dental care insurance
  • Life insurance
  • Vacation time
  • Up sell incentive programs
  • Discount passes for staff family members
  • 401k retirement plans

Our Personnel Plan reflects how we intend to utilize our peoples’ assets. Most of them will be cross trained and the management team of I&B Investments believes that an employee who is happy at work will enjoy working.  It is always easier to please customers with a staff that cares, a facility that is clean and equipment that is kept in proper working order.

Financial Plan investor-ready personnel plan .">

It is anticipated that the multi-million dollar loan that the company will seek to secure will cover the business start-up costs and provide funds for operating expenses for the first year.  Management projects that it will need to obtain additional  investment capital to fund the loan and long-term assets. 

The Highlights chart that accompanies the Executive Summary sets forth the company’s anticipated profitability analysis.  Management believes that even minimal revenues should be sufficient to offer investors an acceptable return on investment.

7.1 Important Assumptions

NOTES FOR PROJECTIONS All sales projections/assumptions are based on operating at 35% +/- of capacity. Refer to the Sales Forecast topic for demographic break down and average cost per person.

  • The figure of $890,000 shown in the Start-up Funding table under Current Borrowing, is the start-up investment, amortized with a 19% interest rate and paid off in five years.
  • Our long-term commercial loan is amortized at 10% interest over 20 years.
  • All pricing has been set by industry standards and the local market.
  • Revenues are strictly a projection based on gross possible players per venue and then using 35% +/- of that capacity for our base calculation.
  • Contract services include: payroll, pest control, trash removal, cable TV.
  • Employees needed and wages have been projected for full time and eight hour shifts.  All payroll will be done through a payroll company, therefore giving a flatter rate and making it easier to project.
  • Weber County tax rates are:
  • Real Estate tax $10.00 per $1,000 of assessed value.
  • Personal Property tax base is .009% of cost of equipment.
  • Business License is $50.00 for first 10,000 sq ft & $5.00 per every additional 1,000 sq. ft. of building space.
  • The income tax rate is estimated before deductions and overhead assumptions are included.

7.2 Valuation

In the following Investment Analysis Table, one should note that the entire (gross loan + points) amount of our long-term liabilities ($4,542,500) is the figure we used to determine the Net Present Value (NPV) and the Internal Rate of Return (IRR) of our company’s projected values.

7.3 Key Financial Indicators

These benchmark indicators give I&B Investments a sense of relative comparison for five years of projections.

Amusement park business plan, financial plan chart image

7.4 Break-even Analysis

Important notice concerning Break-even Analysis

The figures represented in this analysis are connected to the costs presented in the Start-up, Start-up Funding, and Use of Funds tables.

The following chart shows what we need to produce from sales per month to break-even (according to the assumptions).  That is less than 1/2 of our planned 2003 sales level and less than 1/3 +/- for the years beyond.  We strongly believe we can succeed and provide handsome returns for our owners/investors.

For the Break-even Analysis, we assume our per month fixed costs include most of management’s payroll, loan payments, investor repayments and an estimation of other basic expenses. 

Margins are harder to assume. Our overall average of $8.50 (goods/services sold to each person) is based on the local market average number of sales and with an average cost of 20% ($8.50 – $1.70 = $6.80 gross profit per each good/services sold). 

We believe that not only will we entertain a much higher number of customers monthly than required by this break-even chart, we believe that we are going to possibly double the amount projected in our cash flow charts in this business plan, because we are going to be the only facilities of its kind within a 50 mile radius. 

Amusement park business plan, financial plan chart image

7.5 Projected Profit and Loss

Important notes regarding Depreciation & Payroll Burden

  • The depreciation of assets was calculated separately from this Profit and Loss statement. Due to the fact of some accounting issues pertaining to our industry and this program. It appeared to be deducting our depreciation as hard cash expenses and not soft money (tax deduction). Therefore the cash tables did not appear to be reflecting a true statement of cash flow as per our industry (see further explanation below).
  • Payroll Burden (overhead/taxes) has been excluded from the Profit and Loss table based on the fact that payroll cost and taxes were pre-calculated and included in the personnel plan table. The basic reason for us doing this is, we plan on using a payroll company. Thus all employee payroll fees, taxes, insurances and other payroll burdens are charged as a flat fee (our industry average fee is: wages + 15% +/- .5%).

As per depreciation figures, our preliminary assessment using a standard 200% declining balance on equipment and assets gives us a first year figure of $190,000 +/-. This figure is considered our income tax deductible base and will adjust each year depending on taxable items, gross income, actual values and depreciation of assets.

Upon reviewing the next table (Profit & Loss), one should note that the company is making a profit in the first month of operation. The yearly analysis is indicated in the table below. The monthly analyses can be found in the appendix.

Amusement park business plan, financial plan chart image

7.6 Projected Cash Flow

The company’s estimated cash flow analysis is outlined in the following table, including the cost and increase in sales and profits made from Phase 2. I&B Investments low overhead will ensure positive cash balance.

Amusement park business plan, financial plan chart image

7.7 Projected Balance Sheet

Estimated balance sheets for the years 2003-2008 including Phase 2 in the year 2006 are provided below.

7.8 Business Ratios

The company’s projected business ratios are provided in the table below.  The final column, Industry Profile, shows significant ratios for the Amusement and Entertainment Industry, as determined by the Standard Industry Classification (SIC) Index code 7999.

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adventure park business plan

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Business Models for Adventure Parks

As the aerial adventure park industry takes hold in the U.S., we are seeing a tremendous increase in the diversity of size, scope, and location of parks. There is also an equally diverse range of business models for these parks. And how you structure yours matters: It is just as important for financial success as the designs of the parks themselves. Here are some of the most common existing business models, and the benefits and limitations of each.

1. OWNER/OPERATOR

In this particular model, the park’s owner/operator and the land’s owner/operator are one and the same. This model is a typical choice when the prospective business owner has some land that he is looking to develop, although it’s certainly possible to develop a business plan first and then purchase suitable land.

adventure park business plan

Prior management of an aerial adventure park is not necessarily a prerequisite with this model. It is quite common, in fact, for the owner/operator to hire a full-time, experienced manager to run the day-to-day operations.

The main advantage to this business model is that the owner retains 100% autonomy over the business. This simplifies any and all expansion and/or major land ownership decisions. In cases where the land is owned outright, the cost goes down significantly as well, as there are no monthly mortgage payments.

That said, if there is any debt against the land, a mortgage payment can be a huge fixed cost for a new business owner. This depends, of course, on the size of the plot and the purchase price, which can vary widely. Certain locations may demand a premium rate. In one of our projects, the difference between leasing and owning the land almost doubled the amount of revenue required to break even. Make sure you do the math before deciding whether owning or leasing will be most beneficial for you!

Land ownership also locks a park to a specific location, one that may or may not be ideal from a marketing standpoint. Is the land near a population center, or another park? Is it close to a major interstate, or five miles up a dirt road? Most of our aerial park feasibility studies that have not “passed” have been the result of unsuitable locations.

Still, this model can be ideal for someone who already owns land in a favorable location.

2. LANDOWNER/BUILDER-OPERATOR

This is probably the most common model that we have seen with smaller, newly developing operators. One party (the operator) develops the business plan for the park, and is responsible for all operations and the cost of constructing the course. The other party (the landowner) leases their land to the owner/operator in exchange for a certain percentage of the monthly income, typically in the range of 8% to 12% of gross revenue. Lease terms are typically set for a 10- to 15-year period, with the option of one or two five-year renewals. This provides a degree of stability and predictability for the builder-operator, and is a common solution for first-time aerial adventure park operators who have some direct industry experience and/or working capital.

Landowners who choose to invest in this model have the opportunity to generate some passive income, while still having some involvement in the operational decisions. This can be a great business model for smaller ski resorts or campgrounds, for example, that do not have the capital or expertise to build their own attraction, but are looking for additional streams of revenue.

About Author

Paul Cummings is president of Strategic Adventures, and has been offering business development services to challenge course programs, zip line/canopy tours, corporate teambuilding centers, summer camps, and outdoor education programs for nearly a decade. For more info, contact [email protected] .

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  • Creating Profitable Adventure Parks: Tips and Strategies
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  • Ropes Courses

Ropes Course ROI: How to Ensure a Profitable Adventure Park Business

As an experienced ropes course builder, we understand the rising popularity of Aerial Adventure Parks entertaining, challenging, and valuable sources of physical activity and team-building opportunities. For entrepreneurs seeking a unique and profitable business venture, ropes course construction is a wise investment. In this article, we'll delve into the advantages and benefits of launching a ropes course business and why it might be the perfect fit for you and your community.

A Flexible Business Model with Quick ROI

Our high ropes course construction services offer a flexible business model that can function as a standalone attraction or be integrated into existing operations. Our innovative modular system allows customers to experience a fast return on investment with minimal maintenance needed. We collaborate closely with our clients to create a turnkey business model that is cost-efficient and prioritizes safety, from initial consultation and planning, course design and concept, to approval procedures, profitability calculation, manufacturing, assembly, training, and after-sales services.

Business Benefits of Ropes Courses

Ropes course construction costs are an excellent investment in an industry that excels in both business and consumer aspects, making it a well-rounded investment. Here are some key benefits of starting a ropes course business:

  • Profitability : As part of the recreation industry, ropes courses contribute to a billion-dollar sector. Ropes courses are well-known and exciting like amusement parks, but they don't have an overwhelming amount of competition or daily visitors.
  • Location Flexibility : Ropes course businesses are highly versatile in size and location. High ropes course equipment can be installed indoors or outdoors, and each configuration offers its benefits. Indoor ropes courses can operate year-round, regardless of weather conditions. Outdoor Challenge Courses don't require a large facility to house equipment. Both indoor and outdoor ropes course equipment can be tailored to your budget and space requirements, ensuring a customized facility to match your vision.
  • Expansive Customer Base : Ropes courses attract customers seeking fun and excitement. As a result, the people who visit Aerial Adventure Parks are generally satisfied customers, allowing you to focus on delivering a quality experience and facility.
  • Dynamic and Repeatable : Unlike many entertainment options, a ropes course is highly repeatable. First-time customers can get a taste of the course's challenges and return later to improve their skills. Customers may even bring groups to share their experience with others, making ropes courses a dynamic entertainment business.
  • Workforce Attraction : Hiring energetic and qualified employees is crucial for a ropes course owner. This type of work often attracts young college workers seeking exciting and meaningful positions during summer breaks, providing high-quality job opportunities.

Starting a Ropes Course Business: Tips and Strategies

Consumer Benefits of High Ropes Course Construction

Starting a ropes course business is a fantastic opportunity to provide your community with a fun and challenging form of entertainment while promoting physical activity, team-building, and personal growth. With its versatility, profitability, and wide-ranging benefits, ropes course construction is an excellent investment for entrepreneurs seeking a successful and rewarding business.

As a premier high ropes course builder, we are committed to helping our clients develop a turnkey business model that is cost-efficient, safe, and enjoyable. Contact us today to learn more about how we can assist you in building your own ropes course business.

In addition to business benefits, high ropes course construction offers several consumer advantages:

  • Group Bonding Opportunity : Ropes courses provide unparalleled levels of bonding and camaraderie compared to other entertainment options. Families, friends, and coworkers can all enjoy the experience together as they navigate the course.
  • Team-Building Opportunity : Completing a ropes course can enhance self-esteem, group cohesion, leadership skills, and self-efficacy, making it an excellent activity for families, teams, and groups of coworkers.
  • Active Leisure : Ropes courses offer a unique and challenging form of exercise that can boost physical fitness, endurance, and coordination for both adults and children. They provide an enjoyable way to incorporate physical activity into busy schedules.
  • Personal Growth : Aerial Adventure Parks can help participants overcome fears and anxieties, improve self-confidence and problem-solving abilities, and develop critical life skills such as goal-setting, communication, and teamwork.

Launching Your Profitable Adventure Park Business

Starting a ropes course business is a rewarding and profitable venture that offers numerous benefits to both entrepreneurs and their communities. By carefully planning your business, securing funding, constructing your facility, assembling a skilled team, implementing effective marketing strategies, prioritizing safety, managing construction costs, and adapting to changing market conditions, you can establish a successful Challenge Course that provides a fun and challenging form of entertainment. Not only will your business promote physical activity, team-building, and personal growth, but it will also contribute positively to the local economy and create lasting memories for your customers.

Crafting Your Ropes Course Business Plan

The initial step in launching your ropes course business is to develop a comprehensive business plan. This plan will guide you through critical aspects of your venture and help you secure funding or business partners. Before drafting your business plan, select the optimal location for your ropes course, considering factors such as minimum wage laws, property values, business insurance rates, state and local taxes, government incentives, utility costs, and government licenses and fees. Additionally, explore ropes course equipment to determine your preferences and establish a budget. When creating your business plan, incorporate sections such as an executive summary, company description, market analysis, organization and management, marketing and sales, funding request, and financial projections.

Securing Funding for Your Ropes Course Construction

Funding options for your ropes course will depend on your plans and personal assets. Begin by compiling a detailed budget encompassing all your facility's needs, including start-up costs, training expenses, operating costs, and maintenance fees. Potential funding sources include self-funding, investors, and small business loans. Thoroughly assess various funding methods to determine the best approach for successfully building and maintaining your ropes course.

High Ropes Course Construction and Promotion

Once you've established the foundation for your ropes course, initiate the construction phase. To better understand the process of building your high ropes course, consult your equipment provider and construction contractors. While constructing your course according to your plan specifications is crucial, prioritizing your facility's safety and compliance is paramount. Becoming an accredited ropes course demonstrates your commitment to fun and safety for your customers. Regardless, ensure your ropes course complies with all state and local building codes and regulations. As construction progresses, promote your new business through advertising to generate excitement and enthusiasm for the facility, attracting eager customers upon opening.

Funding Your Ropes Course: Options and Considerations

Types of Ropes Courses: Belayed and Non-Belayed

Aerial Adventure Parks primarily fall into two categories: belayed and non-belayed. Each type of high ropes course equipment offers unique benefits and advantages:

  • Belayed High Ropes Course: This course requires visitors to wear a harness connected to a belay system while navigating the course. Belayed courses offer increased challenge levels, cater to an older target audience, provide thrilling experiences and skill-building opportunities, and necessitate more trained staff members and equipment.
  • Non-Belayed Ropes Course: Visitors can traverse this course without wearing a harness. Non-belayed courses provide a moderate challenge level, attract a younger, family-oriented audience, and foster a more relaxed, play-oriented atmosphere.

Choose the type of Challenge Course that aligns best with your business plan and target audience.

Launching Your Profitable Ropes Course Business

Starting a ropes course business can be a lucrative and gratifying endeavor. By carefully planning your ropes course, obtaining funding, and constructing your facility, you can provide your community with an engaging and challenging entertainment option that promotes physical activity, team-building, and personal growth.

Assembling a Skilled and Energetic Team

Hiring enthusiastic and qualified staff members is essential for the success of your ropes course business. Seek out individuals with excellent communication skills, a strong work ethic, and a passion for outdoor adventure. Training your staff in safety procedures, customer service, and ropes course operations will ensure a seamless and enjoyable experience for your guests. Additionally, consider offering internships or part-time positions to college students looking for exciting and meaningful work opportunities during their summer break.

Effective Marketing Strategies for Your Ropes Course Business

To attract customers and increase visibility, implement a targeted marketing strategy that highlights the unique features and benefits of your ropes course. Utilize a combination of digital and traditional marketing channels, such as social media, local newspapers, radio, and flyers, to reach your target audience. Collaborate with local schools, community centers, and businesses to organize team-building events and promote your ropes course as an ideal destination for group outings. Offer special promotions, discounts, or loyalty programs to encourage repeat visits and word-of-mouth recommendations.

Ensuring Safety and Compliance

Prioritize safety and compliance at every stage of your ropes course business, from construction to daily operations. Regularly inspect and maintain your ropes course equipment to minimize potential risks and hazards. Keep up-to-date with industry standards, best practices, and any changes in regulations or guidelines that may affect your business. Offering safety training and refresher courses for your staff will help maintain a strong safety culture and demonstrate your commitment to your customers' well-being.

Evaluating and Managing Ropes Course Construction Costs

Effectively managing ropes course construction costs is crucial for the financial success of your business. Before starting construction, obtain detailed estimates from multiple contractors and suppliers to identify the best combination of quality and price. Keep a close eye on expenses during construction to avoid cost overruns, and be prepared to make adjustments to your budget as needed. Transparent communication with your contractors and suppliers will help ensure that your project stays on track and within budget.

Expanding and Adapting Your Ropes Course Business

As your ropes course business grows, consider expanding or adapting your offerings to attract new customers and keep existing guests engaged. Introduce new elements, obstacles, or courses to provide fresh challenges and experiences for your visitors. Explore opportunities to diversify your business by adding complementary services, such as a ZipCoaster, zipline , climbing wall, or team-building workshops. Continuously evaluate your business's performance, customer feedback, and industry trends to make data-driven decisions and maintain a competitive edge in the market.

By following these steps and staying committed to providing an exceptional experience for your guests, you can establish a thriving Challenge Course business that benefits both your community and your bottom line.

Types of Ropes Courses: Belayed vs. Non-Belayed and Which is Right for Your Business

Ropes Course Construction: Costs and ROI

Ropes courses are experiencing a surge in popularity as a thrilling form of outdoor recreation and team-building activity. However, before diving into the ropes course business, it's vital to understand the associated costs, potential return on investment (ROI), and the challenges involved. In this article, we will delve into the ropes course world, discussing the calculation of real costs, the significance of proper maintenance, and the advantages and drawbacks of investing in this venture.

High Revenue Potential with Ropes Courses

Aerial Adventure Parks have proven to generate the highest revenue per visitor compared to other adventure park attractions, such as zip lines, ZipCoaster , aerial adventures, and ground-based experiential courses. Furthermore, adventure parks showed an average profit margin of 25% in 2018, making ropes courses an appealing investment opportunity for business owners and investors.

Overcoming the Challenges of Running a Ropes Course

Operating a ropes course presents several challenges that require attention. The most notable hurdles include initial capital investment, course maintenance, and catering to the right demographic.

Initial Capital Investment

Embarking on a ropes course venture demands a substantial upfront capital investment. Expenses include purchasing equipment and land, hiring and training staff, and overseeing construction. However, several funding opportunities are available, such as collaborating with investors, obtaining loans, or organizing community-wide fundraisers.

Course Maintenance

Regular maintenance of a ropes course is crucial for ensuring the safety of patrons, and annual servicing can be costly. To minimize long-term maintenance expenses and maximize ROI, it's wise to invest in high-quality, durable equipment . A ropes course that is difficult to inspect will be more expensive to maintain, leading to higher long-term costs. Using low-quality parts can result in compatibility issues and unnecessary complications. Additionally, some facilities require multiple inspections per year, which can be expensive.

Targeting the Right Demographic

As the average Challenge Course ticket price exceeds that of a movie ticket or restaurant meal, the customer base typically consists of individuals with disposable income. Identifying the economic profiles of your target audience and ensuring your location and pricing cater to that demographic is essential.

Investing in a ropes course business can offer a profitable and rewarding opportunity for those interested in providing an engaging and challenging form of entertainment. Understanding the costs, potential return on investment, and challenges that come with ropes course construction and operation is crucial for success. By carefully considering factors such as initial investment, maintenance, target demographic, and the overall quality of the equipment and design, business owners and investors can make well-informed decisions and create a thriving ropes course business. Prioritizing safety, high-quality materials, and proper maintenance can ultimately lead to a sustainable and successful venture in the ropes course industry.

Additional expert information on the Adventure Business

Interested to read more about the Adventure Business with our expert articles?

  • Logistics and throughput in Adventure Parks, key elements in Customer satisfaction
  • Profitable Upgrades for Aerial Adventure Parks
  • Integrating Gaming Technology into Adventure Parks
  • Optimizing Adventure Park Operations: The Power of Predictive Analytics
  • The Benefits of Integrating Urban Adventure Play in Commercial Retail
  • Roller Coaster Zipline: The Thrilling and Profitable Amusement Solution
  • Prioritizing Safety: The Key to Success in Aerial Adventure Parks
  • Maximize Your Adventure Park's Potential with an Online Reservation System
  • Importance of a Safety and Quality Management System at Adventure Parks
  • Virtual Reality Training in Adventure Parks: Revolutionizing Skill Development and Safety
  • Climbing to New Heights: Boosting Traffic and Revenue with an Indoor Ropes Course
  • How to Launch a Zip Line Company
  • Ride a bike modified to attach to a zipline cable
  • Adopting Universal Design and Adaptive Techniques for Inclusive Adventure
  • From Skills to Thrills: How to Start and Run a Successful Adventure Business
  • Thinking of investing and operating a Zipline? We got you covered with this expert article!
  • Rope Course Construction: A Comprehensive Guide
  • Leisure and Adventure in Retail Real Estate: The Future of Shopping
  • The Benefits of Netted Attractions for Operators and Guests
  • Thrills Adventure for Family Entertainment Centers’

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Amusement Park Business Plan

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Amusement parks attract an enormous population, so high demand and high-profit margins make amusement parks a huge yes for starting a business.

Anyone can start a new business, but you need a detailed business plan when it comes to raising funding, applying for loans, and scaling it like a pro!

Need help writing a business plan for your amusement park business? You’re at the right place. Our amusement park business plan template will help you get started.

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Free Business Plan Template

Download our free business plan template now and pave the way to success. Let’s turn your vision into an actionable strategy!

  • Fill in the blanks – Outline
  • Financial Tables

How to Write An Amusement Park Business Plan?

Writing an amusement park business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan:

1. Executive Summary

An executive summary is the first section planned to offer an overview of the entire business plan. However, it is written after the entire business plan is ready and summarizes each section of your plan.

Here are a few key components to include in your executive summary:

Introduce your Business:

Start your executive summary by briefly introducing your business to your readers.

Market Opportunity:

Products and services:.

Highlight the amusement park facilities or attractions you offer your clients. The USPs and differentiators you offer are always a plus.

Marketing & Sales Strategies:

Financial highlights:, call to action:.

Ensure your executive summary is clear, concise, easy to understand, and jargon-free.

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2. Business Overview

The business overview section of your business plan offers detailed information about your business. The details you add will depend on how important they are to your business. Yet, business name, location, business history, and future goals are some of the foundational elements you must consider adding to this section:

Business Description:

Describe your business in this section by providing all the basic information:

Describe what kind of amusement park you run and the name of it. You may specialize in one of the following amusement park businesses:

  • Theme parks
  • Water parks
  • Adventure parks
  • Animal theme parks and zoos
  • Adventure resorts
  • Edutainment parks
  • Regional and local parks
  • Describe the legal structure of your amusement park, whether it is a sole proprietorship, LLC, partnership, or others.
  • Explain where your business is located and why you selected the place.

Mission Statement:

Business history:.

If you’re an established amusement park, briefly describe your business history, like—when it was founded, how it evolved over time, etc.

Additionally, If you have received any awards or recognition for excellent work, describe them.

Future Goals

This section should provide a thorough understanding of your business, its history, and its future plans. Keep this section engaging, precise, and to the point.

3. Market Analysis

The market analysis section of your business plan should offer a thorough understanding of the industry with the target market, competitors, and growth opportunities. You should include the following components in this section.

Target market:

Start this section by describing your target market. Define your ideal customer and explain what types of services they prefer. Creating a buyer persona will help you easily define your target market to your readers.

Market size and growth potential:

Describe your market size and growth potential and whether you will target a niche or a much broader market.

Competitive Analysis:

Market trends:.

Analyze emerging trends in the industry, such as technology disruptions, changes in customer behavior or preferences, etc. Explain how your business will cope with all the trends.

Regulatory Environment:

Here are a few tips for writing the market analysis section of your amusement park business plan:

  • Conduct market research, industry reports, and surveys to gather data.
  • Provide specific and detailed information whenever possible.
  • Illustrate your points with charts and graphs.
  • Write your business plan keeping your target audience in mind.

4. Products And Services

The product and services section should describe the specific services and products that will be offered to customers. To write this section should include the following:

Describe your main attractions:

Mention the amusement park attractions your business will offer. This list may include,

  • Roller coasters
  • High-height water slides
  • Interactive experiences
  • Ferris Wheel
  • Themed areas

Entertainment & shows:

Safety & security measures.

: Discuss the park’s dedication to security and safety in brief. Describe the steps taken to assure visitor safety, including ride inspections, employee training, emergency response methods, and security measures.

Additional facilities

In short, this section of your amusement park plan must be informative, precise, and client-focused. By providing a clear and compelling description of your offerings, you can help potential investors and readers understand the value of your business.

5. Sales And Marketing Strategies

Writing the sales and marketing strategies section means a list of strategies you will use to attract and retain your clients. Here are some key elements to include in your sales & marketing plan:

Unique Selling Proposition (USP):

Define your business’s USPs depending on the market you serve, the equipment you use, and the unique services you provide. Identifying USPs will help you plan your marketing strategies.

Pricing Strategy:

Marketing strategies:, sales strategies:, customer retention:.

Overall, this section of your amusement park business plan should focus on customer acquisition and retention.

Have a specific, realistic, and data-driven approach while planning sales and marketing strategies for your amusement park business, and be prepared to adapt or make strategic changes in your strategies based on feedback and results.

6. Operations Plan

The operations plan section of your business plan should outline the processes and procedures involved in your business operations, such as staffing requirements and operational processes. Here are a few components to add to your operations plan:

Staffing & Training:

Operational process:, equipment & machinery:.

Include the list of equipment and machinery required for the amusement park, such as rides & attractions, safety equipment, audio & visual equipment, maintenance & repair tools, lighting & electrical system, etc.

Adding these components to your operations plan will help you lay out your business operations, which will eventually help you manage your business effectively.

7. Management Team

The management team section provides an overview of your amusement park business’s management team. This section should provide a detailed description of each manager’s experience and qualifications, as well as their responsibilities and roles.

Founders/CEO:

Key managers:.

Introduce your management and key members of your team, and explain their roles and responsibilities.

Organizational structure:

Compensation plan:, advisors/consultants:.

Mentioning advisors or consultants in your business plans adds credibility to your business idea.

This section should describe the key personnel for your amusement park, highlighting how you have the perfect team to succeed.

8. Financial Plan

Your financial plan section should provide a summary of your business’s financial projections for the first few years. Here are some key elements to include in your financial plan:

Profit & loss statement:

Cash flow statement:, balance sheet:, break-even point:.

Determine and mention your business’s break-even point—the point at which your business costs and revenue will be equal.

Financing Needs:

Be realistic with your financial projections, and make sure you offer relevant information and evidence to support your estimates.

9. Appendix

The appendix section of your plan should include any additional information supporting your business plan’s main content, such as market research, legal documentation, financial statements, and other relevant information.

  • Add a table of contents for the appendix section to help readers easily find specific information or sections.
  • In addition to your financial statements, provide additional financial documents like tax returns, a list of assets within the business, credit history, and more. These statements must be the latest and offer financial projections for at least the first three or five years of business operations.
  • Provide data derived from market research, including stats about the industry, user demographics, and industry trends.
  • Include any legal documents such as permits, licenses, and contracts.
  • Include any additional documentation related to your business plan, such as product brochures, marketing materials, operational procedures, etc.

Use clear headings and labels for each section of the appendix so that readers can easily find the necessary information.

Remember, the appendix section of your amusement park business plan should only include relevant and important information supporting your plan’s main content.

The Quickest Way to turn a Business Idea into a Business Plan

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This sample amusement park business plan will provide an idea for writing a successful amusement park plan, including all the essential components of your business.

After this, if you still need clarification about writing an investment-ready business plan to impress your audience, download our amusement park business plan pdf .

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Frequently asked questions, why do you need an amusement park business plan.

A business plan is an essential tool for anyone looking to start or run a successful amusement park business. It helps to get clarity in your business, secures funding, and identifies potential challenges while starting and growing your business.

Overall, a well-written plan can help you make informed decisions, which can contribute to the long-term success of your amusement park.

How to get funding for your amusement park business?

There are several ways to get funding for your amusement park business, but self-funding is one of the most efficient and speedy funding options. Other options for funding are:

  • Bank loan – You may apply for a loan in government or private banks.
  • Small Business Administration (SBA) loan – SBA loans and schemes are available at affordable interest rates, so check the eligibility criteria before applying for it.
  • Crowdfunding – The process of supporting a project or business by getting a lot of people to invest in your business, usually online.
  • Angel investors – Getting funds from angel investors is one of the most sought startup options.

Apart from all these options, there are small business grants available, check for the same in your location and you can apply for it.

Where to find business plan writers for your amusement park business?

There are many business plan writers available, but no one knows your business and ideas better than you, so we recommend you write your amusement park business plan and outline your vision as you have in your mind.

What is the easiest way to write your amusement park business plan?

A lot of research is necessary for writing a business plan, but you can write your plan most efficiently with the help of any amusement park business plan example and edit it as per your need. You can also quickly finish your plan in just a few hours or less with the help of our business plan software .

How do I write a good market analysis in an amusement park business plan?

Market analysis is one of the key components of your business plan that requires deep research and a thorough understanding of your industry. We can categorize the process of writing a good market analysis section into the following steps:

  • Stating the objective of your market analysis—e.g., investor funding.
  • Industry study—market size, growth potential, market trends, etc.
  • Identifying target market—based on user behavior and demographics.
  • Analyzing direct and indirect competitors.
  • Calculating market share—understanding TAM, SAM, and SOM.
  • Knowing regulations and restrictions
  • Organizing data and writing the first draft.

Writing a marketing analysis section can be overwhelming, but using ChatGPT for market research can make things easier.

How detailed should the financial projections be in my amusement park business plan?

The level of detail of the financial projections of your amusement park business may vary considering various business aspects like direct and indirect competition, pricing, and operational efficiency. However, your financial projections must be comprehensive enough to demonstrate a comprehensive view of your financial performance.

Generally, the statements included in a business plan offer financial projections for at least the first three or five years of business operations.

What key components should an amusement park business plan include?

The following are the key components your amusement park business plan must include:

  • Executive summary
  • Business Overview
  • Market Analysis
  • Products and services
  • Sales and marketing strategies
  • Operations plan
  • Management team
  • Financial plan

Can a good amusement park business plan help me secure funding?

Indeed. A well-crafted amusement park business will help your investors better understand your business domain, market trends, strategies, business financials, and growth potential—helping them make better financial decisions.

So, if you have a profitable and investable business, a comprehensive business plan can certainly help you secure your business funding.

What's the importance of a marketing strategy in an amusement park business plan?

Marketing strategy is a key component of your amusement park business plan. Whether it is about achieving certain business goals or helping your investors understand your plan to maximize their return on investment—an impactful marketing strategy is the way to do it!

Here are a few pointers to help you understand the importance of having an impactful marketing strategy:

  • It provides your business an edge over your competitors.
  • It helps investors better understand your business and growth potential.
  • It helps you develop products with the best profit potential.
  • It helps you set accurate pricing for your products or services.

About the Author

adventure park business plan

Upmetrics Team

Upmetrics is the #1 business planning software that helps entrepreneurs and business owners create investment-ready business plans using AI. We regularly share business planning insights on our blog. Check out the Upmetrics blog for such interesting reads. Read more

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How to Design an Adventure Park

Home Blog Uncategorized How to Design an Adventure Park

How to Design an Adventure Park

Adventure parks are exciting attractions where kids and families can challenge themselves and have fun. Bringing an adventure park to your business can draw in visitors and increase revenue. Adventure parks can even be entire revenue-generating businesses on their own!

There are many ways to implement an adventure park, so you have lots of options to consider when it comes to designing one. From ropes courses to zip lines and adventure playgrounds, you can offer countless ways for your visitors to make new memories, exercise and have a good time.

What Is an Adventure Park?

An adventure park can be made up of a variety of elements, but the most important aspect is in the name — it provides visitors with an adventure. These parks can be outdoors or indoors. They can be for adults, kids or families, and they can have any theme you can think of.

Adventure parks can consist of features like ropes courses, obstacles, trails, rock climbing and zip lines. Ultimately, they challenge users to explore and complete some kind of course or adventure. Adventure experiences promote active play and often encourage cooperation and teamwork.

Indoor adventure parks often have multiple areas for different activities, like a ropes adventure, trampoline area and obstacle courses. Some may have playgrounds, interactive games and even dodgeball competitions. Outdoor adventure parks often emphasize exercise and spending time in nature. They often have ropes courses, zip lines, rope swings, play areas and other features.

Adventure Parks vs. Amusement Parks

Both adventure parks and amusement parks are family-friendly destinations that are meant to provide visitors with thrills and fun experiences. But there are some key differences between the two.

Adventure parks vs amusement parks

Amusement parks are typically outdoor areas that consist of asphalt and concrete spaces filled with rides that you can experience. Adventure parks, whether outdoor or indoor, are more focused on your participation in the experience. You don’t just get on a ride — you have to participate! You interact with the activity or course as it challenges your abilities. Adventure parks help stimulate problem-solving and learning through physical activity.

The Benefits of Adventure Parks

Adventure parks or courses are great investments in your business, and they provide numerous benefits that will keep visitors coming back for more.

Health Benefits

Adventure parks promote active leisure, stress relief and mental stimulation.

These parks encourage physical activity and active play. Whether you gear your park toward children, adults or families, just about everyone can benefit from more movement in their day. Your customers will be able to enjoy hours of being active — and they may not even realize how much exercise they’re really getting because they’ll be having so much fun tackling new challenges.

Adventure parks benefit mental health, too. Exercise can help to relieve stress. Facing challenges and learning to try again when you fail also helps develop problem-solving skills and self-confidence. If your adventure park is outdoors, your customers’ access to nature will provide additional mental and emotional benefits.

Social Benefits

Adventure parks can be cooperative, bonding experiences for friends and families. They also promote teamwork and learning to accomplish a task with the help of others.

Adventure parks allow children to test their boundaries and learn the limits of their abilities. They learn how to pick themselves back up when they fail and try new ways to solve problems. This type of play helps develop self-awareness and self-esteem.

Social benefits of adventure parks

Teamwork-themed courses will help your guests develop friendships and bonds with each other as they go through various challenges together. Families and friends will be able to create new, fun memories at your adventure park. They can establish new connections and deepen existing ones.

Business Benefits for You

Your adventure park will also benefit your business. Whether the adventure park is just a part of your offerings or the main attraction, it’ll help you maximize your profits.

In many industries, having an adventure park will help set you apart from the competition. When you add child-friendly areas to places that may target adults, your customers will have twice the reason to return. You can even customize your adventure park courses and equipment to promote your brand and complement your current style.

Elements of Adventure Parks

If you’ve ever participated in a facilitated educational or team-building exercise at an outdoor camp, you may be familiar with many of the elements of adventure parks. Adventure park experiences, however, tend not to be facilitated. They could be independent or cooperative. Adventure parks can also contain elements like those you might see at a children’s playground or indoor entertainment center.

Elements of adventure parks

Non-Belayed Courses

An adventure park course is considered non-belayed if it doesn’t require a harness or belay system. These courses can have areas with different levels of difficulty, and they often contain a variety of elements. There could be a ropes course, tunnels, slides, climbers and all sorts of equipment combined into one amazing course that encourages adventure and activity. These courses are typically designed to be family-oriented and attract people of all ages.

The  Soft Play SKYCOURSE  is a thrilling, customizable non-belayed course that can be installed indoors or outdoors. Best of all, it’s not just for kids! Our courses are designed for people of all ages and ability levels. They help promote bonding and active play for all members of the family.

Belayed Rope Courses

A belayed rope course is a challenging activity in which users are strapped into a harness. These courses can involve all sorts of skill-based obstacles, teamwork elements and challenges. Ropes courses can contain elements like Tarzan swings, tire bridges, log walks, cargo nets, climbing walls and zip lines that combine into a giant aerial trail. Belayed courses are typically for an older audience since they are more challenging. They also often require additional staff and specialized equipment.

Belayed ropes courses

The  Soft Play SKYROPES system  is a one-of-a-kind aerial adventure that can have varying difficulty levels and unique features. You can install it indoors or outdoors and custom-design it with many different elements. It’s also modular, which means it can expand as your business grows.

Interactive Challenges

Interactive challenges can be designed for any age group. They offer a fun, challenging adventure activity that stimulates the mind. You can add interactive elements to all sorts of businesses, but they’re perfect for adventure parks! Interactive gamified experiences attract people of all ages and will keep them coming back time and time again.

Soft Play offers three different indoor  gamified elements  that you can add to your adventure park:

  • The Hive:  The Hive  is an interactive challenge best suited for older kids and young adults. It’s a dynamic obstacle-based game where teams go up against each other to see who can touch the most targets within the time limit. It’s a great way to encourage active play and foster cooperation and teamwork.
  • Stomp:   Stomp  is a compact, action-filled attraction where up to four players of any age can participate in a sweat-inducing stomping competition.
  • Adventure spheres:  Adventure Spheres  are designed to engage younger kids. These areas are colorful, interactive junior challenge courses that can thrill even your youngest guests.

Obstacle Courses

Obstacle courses can be designed for any age group and to fit any space. These adventure activities are only limited by your own imagination. You can include lots of dynamic elements, like monkey bars, hurdles, rope bridges, balance beams, ramps and climbing walls.

Utilize different components that are fun, challenging and interesting and put them together in unique ways. Adding moving elements is a great way to increase the difficulty and the fun! Obstacle courses will bring guests back again and again as they try to beat their own times or compete with others.

Playgrounds

Your younger audience may enjoy a more free-roam type of play. Regular playground equipment, like slides, tunnels, swings and bridges, can be designed to create an adventure that even the smallest kids can enjoy.  Themed playgrounds  are a great way to capture the imagination of kids. Choose a creative concept for your park, like a medieval castle, a jungle or an under-the-sea adventure. Soft Play can help you customize a playground to your needs, space and budget.

Playground equipment

Crossing wobbly suspended bridges can be a thrilling challenge for people of all ages. You can add bridges between challenges in non-belayed or belayed courses. For belayed courses, you can make these bridges very challenging! Space out the boards and add changes in elevation to create a fun adventure for your more skilled visitors.

Climbing Walls

Your adventure park can also include rock climbing walls. Whether you opt for a small climbing wall for young kids or a 20-foot one for your thrill-seeking adults, it’s sure to be a great addition to any adventure park. Guests can compete with each other or try to beat their personal best climbing times.

Zip lines are a classic element of both indoor and outdoor adventure parks. They offer a thrilling experience and a new point of view that will have visitors lining up to go again and again.

Zip lines

Large outdoor adventure parks can have zip lines connecting different courses and challenges. Zip lines can also go over scenic areas like rivers, valleys or lush forests. Indoor zip lines can go around the entire adventure park, letting customers experience the space in a whole new way.

Cargo nets are used in many different ways in adventure courses. You can place them vertically so users have to climb up to get to the level above them. You can also place them so that guests have to sidestep along them with nothing but air below. These challenges can be just as difficult as they are thrilling.

Trampolines

Indoor trampoline centers are becoming more and more popular, and they’re sometimes combined with adventure parks and rope courses. You add trampolines to obstacle courses and playgrounds or just have a whole separate area full of trampolines. While they’re fun on their own, you can also offer activities like trampoline dodgeball to engage guests even more.

Team Challenges

Some of the elements above can be designed to be part of a team challenge rather than an individual one. In this type of course, groups must work together to succeed. Courses can include puzzles and complicated systems that require each member to participate in order for the group to move to the next challenge.

Unique Elements

The best adventure parks have unique components. These can be anything from branded equipment to custom play sculptures. Eye-catching elements will help you stand out in your customers’ minds! Unique structures can be great places for photo opportunities that you can leverage to promote your brand.  Sculpted play structures  can be custom-designed for your business, and they work especially well if your park has a theme. Add a giant squid, snoozing bear, whimsical monster, branded character or anything else you can think of.

Unique elements

Tips for Designing an Adventure Park

Designing an adventure park is a big task. If you’re wondering where to start, these tips will help you build a thrilling attraction for your business.

1. Complete a Feasibility Study

If you’re not adding elements to an existing attraction, you should complete a feasibility study for your new endeavor. A feasibility study will help you determine if there is a market for an adventure park in the area you’re considering. You’ll want to analyze your potential sites, your concept, the market, industry trends and competition. It’s best to hire an experienced group to complete this kind of study.

2. Determine Market Needs

Determining your market’s needs will help you decide what elements to include in your adventure park. Consider the demographic of the area. Are you planning to serve adults, teens or kids? Do you have competition in the area? Maybe you can appeal to an audience that your competitor doesn’t currently serve.

Determine market needs

If you have an existing business, consider who your current customers are. Do you want to appeal to that same customer base or try to expand to a new audience? For example, if your current business caters to adults, adding a space for young kids could bring in more business from adults who couldn’t leave their kids at home to come visit before.

3. Decide on a Location

You’ll need to decide on your park’s location. Consider whether or not there is room for potential expansion. Will your guests have easy access to the location? Are there any local permits you may need? You’ll also need to decide if you want an indoor adventure park or an outdoor one.

4. Design Thrilling Adventures

The most exciting part of your project will be designing the adventure park and figuring out all the elements that will be present. Make a list of the features your park definitely needs and another list of any other elements you think your space might benefit from.

Consider whether your park will have a theme. Do you want a belayed course, a non-belayed course or both? Do you want all the elements to be for the whole family, or will your park have different elements suited for a variety of age groups?

You’ll need to hire an experienced group to help you design the best adventure park possible. There are many factors to consider, such as traffic flow and space optimization. You’ll also need to determine the material, type and design of the equipment.  Soft Play  may be the solution for you! We work closely with our clients to help ensure a successful design and installation process. Our expert sales representatives can even guide you through theming your adventure park.

5. Make a Plan

You’ll need a business plan to draw in investors and proceed with your new attraction. Your early stages of planning should focus on three areas:

  • Target audience:  One of the most important parts of any business plan is determining the target audience. Since adventure parks are meant to challenge users, they’re typically age-specific. Deciding what audiences you’ll be targeting with your park will help you determine how challenging the courses should be. If you want to appeal to a wide range of ages, you’ll need to have courses with varying levels of difficulty as well as separate areas for your younger guests.
  • Operations:  Identify all the tasks that will have to be completed before opening your park. If you’re working with a company to build, design and supply elements, include that in your plan. You’ll also have to determine how the park will be run. Determine how many staff members there will be, what their pay will be and what the employee hierarchy will look like. You should also set potential pricing for your different courses and activities.
  • Financial projections:  Consider all one-time costs, such as purchasing the land, construction and equipment. You’ll also want to outline operating costs like employee pay, insurance, utilities, supplies, marketing, maintenance and any other potential expenses. Project your revenue as well. Having these numbers ready will help if you need to attract investors.

Contact Soft Play for Your Adventure Park

Partner with an experienced adventure park design team to create an attraction your guests will come back to over and over again. From design to installation, Soft Play can help make your adventure park dream a reality. We can customize our equipment to fit your available budget and space. Reach out today for a  free design consultation !

We’ll create a unique play system just for you, and we can also tailor the equipment to the age group of your choice. Our sales support and service representatives are available to provide expert guidance at any stage of your adventure park journey. We’re experts in creating destinations that families want to return to. Learn more about  our adventure experiences and get in touch to see what we can do for your business’s theme park layout!

Let Soft Play improve your adventure park

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adventure park business plan

Entrepreneurs Gateway

Opening an Outdoor Activity Center?

How to write an outdoor activity center business plan (fast), step by step (actionable) case study.

If you’re looking to set up a new venture in the outdoor recreational/sports industry, this detailed Outdoor Activity Center business plan is a great place to start.

Our Team at EntrepreneursGateway.com have left no stone unturned in putting together this detailed business plan example.

Bottom Line…

If you’re looking for help and guidance on writing an Outdoor Activity Center business plan…

Then you’ll love this!

  • 10 FUN OUTDOOR ACTIVITIES TO DO WITH YOUR FAMILY

#1 Activity Centre Business Plan Executive Summary Section

The Executive Summary section of your business plan outlines what your business does. It summarizes the company’s key points and introduces the rest of the business plan content.

The Executive Summary is incredibly important because it might be the only section a busy person reads; so it should always include:

  • Who the company is – In the Company section of the executive summary, we’ve talked about the key staff member and the expertise and experience he brings to the table, as well as the proposed project and the opportunities it will bring to the local area.
  • What we sell – What the problem is and how your business will solve it.
  • Target Market – Who your customers are going to be.

Check it out and feel free to lift any of it that you want.

My name is Mr Activity, Director of Activities R Us Activity Centre. My home and the surrounding area is where I will operate the business. My premises are situated next to Lake Erie in North America. The Lake is approx. 7 miles long and nestles in beautiful surrounding scenic beauty and is steeped in history and myths. The area at the top of the lake is one of the few barren areas left in Canada with approx. 25 miles’ square area which has no human habitation what so ever. The lake is a free lake, which can be fished for Brown Trout, Perch and Char for free.

What We Sell

We aim to provide most outdoor and adventure pursuits such as hill walking, fishing, archery, clay pigeon shooting, canoeing, wind surfing, boat fishing (fly fishing), mountain and quad biking, orienteering, bird watching, star gazing, water balling, basic camping and glamping for 2, 3 or 4 days.

adventure park business plan

Who We Sell To

Our audience will be corporate groups, families from the Armed Forces, youth groups, schools, individuals as well as tourists either from USA or overseas and stag and hen parties.

Investment Opportunity

Activities R Us is seeking investment of $650,000 for a new site at Lake Erie. The investment required is to purchase 2 houses and an outbuilding to create accommodation blocks and cabins to house up to 60 people at any one time.  Customers can then experience all the outdoor pursuits on offer while staying in comfort.

This beautiful area with breath-taking views and surroundings is situated in one of the last remote places of North America which is easily accessible by road. 

The scenic beauty combined with life-long experiences in outdoor pursuits and activities has the potential of being a leading resort throughout

The investment will be secured on property and allows working capital to purchase all requirements of equipment and goods to ensure a quick turn into profit from a start-up company. This fantastic offer will go from strength to strength with the right marketing and management; and Activities R Us would be open to any input that could be provided to ensuring success through your investment.

The #Executive #Summary outlines what your business does, summarizes your key points, and prepares investors for the rest of your #businessplan. It’s vital you provide a solid case for your business idea, which is why your #executive #summary is so important! Tweet

#2 Activity Centre Business Plan Company Profile Section

The Company Profile in your Outdoor Activity Center Business Plan is also known as the Company Description.

If it’s well written, your potential investors will find easy to understand your business model, your mission and goals, and how it’s going to meet the needs of your target market.

So whether it’s an activity center business plan, an indoor playground business plan or a soft play business plan that you’re after, we hope you find the following information useful.

For the purpose of this business plan, we’ve included the following:

  • The Company and Management Team
  • Location and Facilities

Mission Statement

Company overview.

This is a startup company, although formed a few years ago. Due to other business interests, it has been put on the back burner. The premises is owned by myself and Mrs Activity, my partner for 23 years. We have a daughter of 19 years who can also assist in operations.

Management Team

I am Mr Activity, and am presently serving as a Director of our family-owned company, which serves the whole of Canada for training purposes. I have been employed within the family businesses in many roles from Directing, Administrating, Supervision and Sales for approx. 26 years.

Mr Fitness is my father, and is acting as advisor. He has a wealth of knowledge having been in charge of many companies over the past 40 years. His portfolio of companies ranges from Security, Training, Property, Public Houses, Bookmakers, Welding Factories, and Clubs.

Having served Canada for training purposes, we have trained our staff to oversee the project. This therefore puts us in a prime position as we have a bank of qualified trainers who are available to assist us with this venture.

Locations and Facilities

Activities R Us is located at Lake Erie, Canada

Lake Erie is situated approximately 5 miles from the village of Little Erie. It is approximately 7 miles long and 1 mile broad at its widest. The Lake  is steeped in history and Myths.

Lake Erie Castle is believed to have been erected in the 13th century. The Castle, which was located in the middle of the Lake survived assaults by the Army and is believed to have been one of the last resting places of a queen on her journey from America to be exiled in Canada.

The castle was moved to the shores of the Lake as the Lake was raised to provide Hydro-Power. This was achieved by building a dam at the foot of the Lake. Many other stories and myths exist about the Lake and will be freely available in our brochures promoting the Centre.

adventure park business plan

To deliver quality and professional performances at all times and always ensure that our customers requirements are met. We believe that communication is key in business and that one should never underestimate an understanding. Health and Safety measures are also always paramount. With civility, honesty and performance we can nurture the acorn to the oak tree.

A #mission #statement is a short statement of an organization's purpose and shows the goal of its operations: what kind of product or service it provides, its primary customers or market, and its geographical region of operation. Tweet

#3 Activity Center Business Plan Products & Services Section

The Products and Services section needs to be much more than simply a list of what your new business is going to provide.

This is especially important if you’re looking to get funding; so make sure that you showcase the value, the quality, and the benefits of your business.

Ask yoursel f:

  • What sets you apart from your competitors?
  • Why would people come to you as opposed to your competitors?

Here’s the example.

PRODUCTS AND SERVICES

adventure park business plan

Activities R Us Activity Centre will offer all kinds of outdoor adventure pursuits such as quad biking, mountain biking, archery, clay shooting, sailing, kayaking, fishing boat fly fishing, fishing shore, orienteering, basic camping and fishing skills, bird watching, star gazing, hill walking, zorbing and mountain balling.

Quad Biking

The participants will feel the adrenaline flow as they ride the quads down the trails through the forest, hillsides, open fields and rough terrain.

Mountain Biking

Riding a bike through mountains and hillsides while admiring the beauty of the surroundings. There are trails of varying levels of difficulty for people all ages (recommended for children aged 7 and upwards) and skills. It’s an effective and enjoyable way of working on your stamina, coordination, and fitness.

The participants will have a chance to try their hand at this ancient skill. As a one-time experience, it can be great fun and a way to check your focus, balance, and mental fitness.

Clay Shooting

It is suitable for both men and women, adults and youngsters (14 and upwards) of all skill levels. Depending on th package, the participants will shoot at a varying number of targets.

There are several courses and packages to choose from, aimed at both advanced sailors and newbies. The proximity of the Lake Erie makes our center a perfect place to start with the adventure of sailing. We provide a number of all kinds of boats including lasers and toppers.

It’s a perfect activity to improve your fitness and stamina, as well as admiring the beautiful views and sinking in the wonderful atmosphere of Lake Erie. We are providing the paddlers with an opportunity to learn all they need to enjoy the experience and improve upon their skills.

Hill Walking

This is by far one of the best ways to experience the natural beauty of the area, with networks of paths providing access to a range of environments.

Fishing Shore

Anyone who wants to fish can learn how. Shore fishing is an enjoyable sport for the whole family. It provides quality time with the added excitement of feeling a bite on your line.

Orienteering

Orienteering is an exciting outdoor adventure sport which involves walking or running whilst navigating around a course using a detailed map and sometimes a compass.  The aim is to navigate in sequence between a set of control points and decide the best route to complete the course in the quickest time. It does not matter how young, old or fit you are, as you can run, walk or jog the course and progress at your own pace.

Bird Watching

Canada is a fantastic destination for birders, with a wealth of specialty species and an ever changing avifauna to match the seasons.

 The night skies here are some of the best in the world, equal to dark sky in Arizona. With countless stars and the Milky Way stretching from horizon to horizon, shooting stars, planets, comets, and the Northern Lights are all visible.

Zorbing and Mountain Balling

Sphering (AKA Zorbing) is right at the heart of adventure. Bounce down a hill in a massive inflatable ball with you secured inside! Seriously good fun!

Basic Camping and Fishing Skills

We cater to beginners as well, and welcome all ages and abilities.

COMPETITORS

adventure park business plan

While the popularity of outdoor activity centers is on the rise all over the US, there is no direct competition that is situated within a close proximity of Lake Erie.

There are two competitors in Canada, which are Active Mania and Outdoor Pursuits. However, they are situated in different areas in Canada and do not pose an immediate threat.

Product & Service Development

At the moment, we are planning to purchase or lease 6 luxury cabins near Lake Erie. These will be 10-metre square wooden camping cabins of hexagonal shape, able to accommodate between 2-6 people.

With time, we are hoping to be able to develop and increase the number of accommodation services and increase the turnover.

This is a family business endeavor and initially we are planning to use the help of Mr Activity’s father, Mr Fitness. All the administration and marketing activities will be dealt with from his company office

#4 Activity Center Business Plan Situation & Market Analysis Section

This section of a business plan is very often glossed over because, more often than not, the business owner is so involved within their business that it doesn’t occur to them that they can learn something by writing this down!

This section is one of the most important aspects of your Activity Center marketing plan.

In fact, it defines where you are currently in terms of your market, product, customer, and competition. It also allows you to look at both internal and external factors and to review and document the strengths and weaknesses of your business, as well as identifying any opportunities and threats within your marketplace.

It can include:

Market Overview

Market needs, market trends, market growth, industry analysis, key customers.

  • SWOT analysis

TARGET MARKET

Our product appeals to all ages and genders, individual and group clients, families and corporate teams.

Adventure excitement experience, meet new friends and learn new pursuits. Enjoyable way for weight loss and skills.

The demand for outdoor activity centers continues to rise with more and more people looking for engaging and thrilling ways to spend their leisure time. People are increasingly interested in various survival academies, wilderness courses and extreme adventure camps, as evidenced by the popularity of adventurers like Bear Grylls.

Our activity center can also cater for the needs of solders coming home from military operations and missions. Taking part in outdoor activities is a perfect way to wind down, deal with stress and release pent-up energy.

Outdoor activities are also a perfect solution to people who are trying to lose weight and get in shape, but are bored with standard gym routine and mundane exercises. Our offer will give them a wide range of activities to choose from that will both give them a good workout and provide some challenge and excitement.

Your #Market #Analysis section of a business plan is one of the most important aspects of your marketing plan. It defines where you are currently in terms of your market, product, customer and competition. Check out this example in our #BusinessPlan! Tweet

Nowadays people are more afraid to travel to the Continent or any further because of the unstable situation and rise of terrorism, bombing attacks, suicide bombers. In the past the attacks were less frequent, and they were primarily limited to certain regions of conflict, but now it’s more unpredictable.

The attacks mean that people tend to avoid certain regions, change destinations; e.g. France used to be one of the most frequently visited holiday destination in Europe, but as a result of the recent attacks in Paris, the occupancy rate at hotels dropped significantly to 67% (The Nice incident probably had a similar effect). The same could be said about other once popular destinations, such as Turkey, Egypt and Tunisia.

Unsurprisingly, the trend is also visible in the US. American holidaymakers tended to choose “safer” options. A survey conducted by Travelzoo found that approximately 1 in 3 travelers from the US perceives the safety of their holiday destination as the most important factor when choosing where to go.

It is a high-growth business area in which investors will be interested. There are numerous tourist companies that are buying businesses like this to offer holidays.

We would like to work in conjunction with Forestry Commission to build our brand and help preserve the unique nature of the area, as we believe that location in a barren area with unspoiled surroundings is one of our biggest assets.

We are also interested in cooperation with Visit Canada, as we are planning to apply for their funding program aimed at tourism businesses supporting the development of local tourism.

In our industry, reputation is extremely crucial. There are many companies offering similar attractions, as the popularity of various survival and extreme adventure camps is on the rise. Therefore we cannot afford bad pressing. It is extremely important to carefully watch the market trends as well as the activity of other players on the market, in order to stay competitive and cater to the needs of the customers.

Our offer will be presented to the public via our website. We are also planning to build our online presence by means of social media channels, such as Facebook and Twitter.

Our offer is aimed at both individual holidaymakers, families, corporate directors interested in all sorts of team building activities. We believe, that the wide range of activities will also appeal to individuals struggling to lose weight, soldiers wanting to wind down after challenging military operations or just anyone interested in sports, wishing to become stronger or more confident.

Engaging in outdoor activities is also a nice idea for an original stag or hen party for people who are fond of active leisure and would like to spend that special day in an unforgettable and thoroughly enjoyable way.

SWOT Analysis

Our undeniable strength is the fact that we have no direct competitors in the area. Other major players on the market are operating in other parts of Canada. What is more, we are based in a secluded area, where there aren’t many people living, which is also a plus because more and more people are looking for peace and quiet as they are trying to get away from the hustle and bustle of the big city life.

Our possible weakness is the fact that we do not have a well-established brand name and people do not know about us, nor do they associate Lake Erie area with outdoor activities. We intend to deal with this problem by means of well-prepared promotional activity.

Opportunities

We believe we have the potential to become one of Canada’s premier outdoor activity centers. In order to achieve this, we will start a marketing campaign and advertise on our website and social media channels, as we believe it is the most powerful form of selling your services, and the quickest way to reach masses.

Competitive Edge

We are competing against other activity centers with already established brands, but our main asset is that we are located in a secluded area of outstanding beauty, where no one lives. Through our offer we will be presenting people with an opportunity not only to engage in physical activity, but also to experience nature and admire its unspoilt beauty. And with more and more people being relocated north of Canada, our location gives us a great advantage, as there isn’t any outdoor activity center like this in the area.

#5 Activity Center Business Plan Marketing Strategy & Implementation Section

The marketing strategy section of your business plan describes who your customers are going to be and how you plan to communicate to them the services or goods you are offering.

If your potential customers are not made aware of your business, you are not going to stay in business for very long!

Defining a marketing strategy in your business plan highlights your understanding and knowledge and emphasizes what makes your business concept compelling. It also outlines how you plan to attract and maintain a customer/client base.

Ask yourself:

  • How are you planning to advertise to your market?
  • What is your competitive edge?
  • What is your sales strategy?

So, without further ado…

Let’s look at the following example.

STRATEGY AND IMPLEMENTATION

Initially, we are planning to focus on promoting the center among the local citizens to gain recognition and popularity. We would like the local schools and business to get interested in our offer. We believe it to be a perfect spot for all kinds of corporate team building events, stag and hen parties or just spending time with your family in an active way. We will also address our offer to the armed forces, as we believe engaging soldiers in such outdoor activities helps them cope with stress and helps them wind down after difficult military operations.

Our website will be the main channel through which we would like to promote the center. We are also planning to use social media channels to provide information about the kinds of activities we offer and possibly build a community of outdoor activity enthusiasts.

Apart from building an online presence, we would like to reach to various councils and tourist information centers.

adventure park business plan

Our first milestone would be the purchase of the 6 accommodation cabins to open the business to the public and start selling our services. The center already has outdoor showers and toilets setup, but we still need to build outdoor cooking facilities.

Afterwards, we will engage in promotional activities to popularize the center and get people interested in coming here and purchasing our services. With time, we are hoping to be able to develop and increase the number of accommodation services as well as increasing the turnover.

Promotional Activity

We will focus primarily on building our online presence through our website and social media channels. Apart from that, we would like to contact all the tourist information centers, government schemes and local authorities to interest them in our offer.

Sales Administration

Giving a good service.

Our potential clients will be able to browse through our offer on our website and have access to all the relevant information. They will be able to check the availability of the cabins and make bookings.

Strategic Alliances

We are hoping to be able to create a strategic alliance with Visit Canada. The portal provides interesting funding opportunities that could help us develop and market our business.

We would also like to contact Forestry Commission and interest them in cooperating with us to work for the local area.

Exit Strategy

It is anticipated that there will be a refinancing after year 5 and that a multiplier of 7 will be achieved. It is anticipated that bank borrowings of 60% can be injected along with new equity.

The anticipated value is as below.

adventure park business plan

Ensuring that you have a COMPLETE #financial #plan within your business plan will DOUBLE your chances of #investment and future growth of your business! Tweet

#6 Activity Center Business Plan Financial Section

Ensuring that you have a COMPLETE financial plan within your business plan will DOUBLE your chances of investment as well as the future growth of your business.

A lot of small businesses don’t have a financial plan and it’s essential to your long-term success and business growth.

We’ve listed here the key elements you need to have in a successful financial section:

  • Initial Start Up Expenses – Especially if this is a start-up idea, it’s essential that you have a description of what you need for investment purposes.
  • Sales Forecast – It’s essential to have an estimate of your monthly sales revenue as well as annual. This helps you understand your business and plan out any marketing and growth strategies.
  • Direct cost of sales – Measures the amount of cash the company will have to spend to produce the goods or services sold by the company. The direct cost of sales only includes the expenses directly associated to production.
  • Profit and Loss Forecast – This is a statement summarizing the revenues, costs and expenses incurred during a specific period.
  • Balance Sheet – This is the financial position of the company and states its assets, liabilities and owners’ equity at a particular point in time. It illustrates the business’s net worth.
  • Loan Repayment – This shows the lender or potential investor the act of paying back any monies.

So… Are you ready to look at some figures?

Sales Forecast 2018

adventure park business plan

Sales Forecast 3 Years

adventure park business plan

Personnel Plan

adventure park business plan

Projected Personnel Plan 3 years

adventure park business plan

Budget 2018

adventure park business plan

Budget for 3 Years

adventure park business plan

Profit & Loss 2018

adventure park business plan

Profit & Loss for 3 Years

adventure park business plan

Balance Sheet 2018

adventure park business plan

Projected Balance Sheet

adventure park business plan

Projected Cash Flow

adventure park business plan

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Additional Resources:

  • 40 Common Business Plan Mistakes to Avoid when Writing your Plan
  • What is a Business plan and why do you need one?
  • How to Write a Business Proposal in 5 Easy Steps
  • 10 FREE Business Name Generator Tools to find your perfect business name

Now, over to you...

Now I’d love to hear from you:

Are you going to start up your own outdoor activity business, or have you recently written a business plan?

We’d love to know what you thought about our outdoor activity business plan example.

Feel free to leave any comments below and I will be sure to answer them as soon as they come in.

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How to Make a Marketing Plan for an Adventure Park

The recreational opportunities at an adventure park make it a prime spot for families and individuals who enjoy physical activities. While your park might attract people from the get-go, you need to develop a marketing plan that attracts as many visitors as possible and keeps them coming back again and again. Successfully implementing a marketing plan means you need to review it on a monthly or quarterly basis and make necessary changes to meet its objectives.

Writing results-oriented objectives gives you a way to review successes and identify areas where improvement is needed. Your objectives should include measuring the number of people who visit the park and the sales volume during the high and offseason. The objectives should also provide a guide on the results you expect from each activity in your adventure park along with any products you sell such as sports gear, food, beverages or rentals. Implement quarterly or monthly objectives to make sure you stay on track.

Include an analysis of your park’s strengths, weaknesses, opportunities and threats to determine what influences your marketing strategy. Strengths might include the area’s natural beauty or features, proximity to other outdoor attractions and the number of people passing through or living in the area. Weaknesses might include a lack of workers in the offseason, minimal indoor activities or extreme weather conditions that affect attendance at outdoor activities. Look for opportunities such as encouraging school groups or joining with outdoor organizations to increase sales. If a current trend affects your park, update your SWOT analysis and determine if other areas of the plan are also affected. Both direct and indirect competitors who go after the same dollar you do play a role when it comes to possible threats to your park.

While most adventure parks wish the general public was their target market, you need to figure out the specific audience your park attracts so you know where to spend your marketing dollars. Look at common characteristics such as age, income and location. Identify the media your audience uses to learn about sports and adventure resources to help you determine where to focus your advertising efforts.

The marketing strategies you develop as part of your plan should include a review of your park’s products, prices, promotions and the place where it’s located. List the various products you offer and the pricing for each one, if sold separately, or list a price for daily or seasonal passes. Pricing should be based on total business expenses and what the market can bear. Promotional tactics depend on the audience you want to attract. A website as well as printed promotional material you can leave at other businesses, visitor centers and local gyms and clubs are necessities. Advertising in local directories and print publications can also help increase sales. The location of your park should focus on accessibility and the surrounding environment.

  • Bluegrass Area Development District: ARC Flex-E Grant, Adventure Tourism Plan

Nancy Wagner is a marketing strategist and speaker who started writing in 1998. She writes business plans for startups and established companies and teaches marketing and promotional tactics at local workshops. Wagner's business and marketing articles have appeared in "Home Business Journal," "Nation’s Business," "Emerging Business" and "The Mortgage Press," among others. She holds a B.S. from Eastern Illinois University.

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KDVR-TV Denver

Frisco develops hike-to terrain park addition for town’s adventure park

DENVER ( KDVR ) — A longtime Colorado favorite and beloved community getaway has been upgraded, according to the town of Frisco .

The new hike-to-terrain park is next to the Frisco Adventure Park’s community ski and snowboard hill. The park is located between Frisco and Breckenridge on CO-9.

The new terrain park has 10 features available, and the town plans to install a mobile rope tow for easier access in April, mainly for the 2024/25 winter season.

With boxes, rails and snow features for skiers and snowboarders to try tricks on, the park has options for most adventure-seekers. These features are adjusted every few weeks and have small to large options.

In mid-April when the Frisco Adventure Park tubing hill closes, the features will be moved to the tubing hill to utilize the snow in that area, which the town said often lasts well into late spring. That’s also when the town plans to install the mobile rope tow.

The park is open five days a week from 10 a.m. to 4 p.m. and is closed on Tuesdays and Wednesdays. The tubing hill, beginner ski and snowboard hill are also closed on Tuesdays and Wednesdays.

While you do have to pay for access, prices range depending on residence:

  • Frisco residents: $10
  • Summit, Park and Lake County residents: $15
  • Non-Summit County residents: $20
  • Frisco residents: $100
  • Summit, Park and Lake County residents: $150
  • Non-Summit County residents: $200

While all skiers and riders are welcome at the terrain park, the Frisco Adventure Park encourages riders to follow the National Ski Areas Association “Park Smart” Terrain Park Safety initiative.

The initiative encourages riders and skiers to start small and work their way up to new skills, make a plan for every feature attempt, look before dropping in on a run, respect other users and the park features, and take it easy: know your limits and land on your feet.

The adventure park is open year-round and offers snow tubing, a ski and ride hill, hiking, biking, skateboarding and disc golf, alongside events.

For the latest news, weather, sports, and streaming video, head to FOX31 Denver.

Frisco develops hike-to terrain park addition for town’s adventure park

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Perm Government awards the project of the new zoo park to Amusement Logic

Amusement logic has been selected to prepare the architectural and […].

Perm Government awards the project of the new zoo park to Amusement Logic

Amusement Logic has been selected to prepare the architectural and engineering project of the new zoological park of the city of Perm (Russia).

As planned, the new zoo will be located in an area of more than 34 hectares and will feature various differentiated areas, to house the different species that the park will have, in a completely natural environment. Visitors will therefore be able to enjoy themed areas such as the African Savannah, the Forest Mosaic, Elephants and Co., Mountain Dwellers and Polar world, amongst many others.

The different areas of the zoo will be perfectly set out, with true reproductions of the different geographical environments in which the animals are naturally found.

Following the immersion concept of visitors in environments that recreate animals’ natural habitats, wide pavilions and extensive exterior areas will be designed, so that visitors can both enjoy themselves and learn, in a completely natural environment. Works are expected to finish within one year, in order to start work on the site of what will undoubtedly be the best zoo park in the Russian Federation and one of the best in most of Europe and the world.

We would like to take this opportunity to thank the authorities of the Region and the city of Perm, as well as the current zoo’s directors and local projects team, for the trust placed in Amusement Logic.

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Adventure Park Business Plan

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Resources On Adventure Park

  • Financial Model
  • Value Proposition
  • One-Page Business Plan
  • SWOT Analysis
  • Business Model
  • Description

Executive Summary

Products & services, market analysis, marketing plan.

  • Management Plan
  • Financial Plan

Adventure Park USA aims to address the increasing demand for adventure-based recreational activities in the region by providing a safe and engaging experience in a natural setting. With limited options for such activities in the area, Adventure Park USA has identified an identifiable need in the market that it aims to fill and become the leading adventure park in the region. The main problem that Adventure Park USA is solving is the lack of convenient and affordable options for individuals and groups seeking exciting outdoor activities and experiences.

Target Market

The target market for Adventure Park USA consists of adventure seekers, families, tourists, and groups who are looking for outdoor recreational activities and experiences. The park will focus on catering to thrill-seekers who want to enjoy a memorable and engaging experience in a natural setting. Families and tourists looking for a fun and unique activity will also be targeted. Groups, such as corporate and team building events, will be offered tailored packages and discounts to promote group bookings. The park aims to provide a convenient and affordable experience for all customer segments with equipment rentals and affordable package deals.

Competition

Adventure Park USA will be joining a market with several established players in the adventure park industry, including competitors such as Xtreeme Adventure Park, Aerial Adventure Park, and Monkey Trunks. These parks offer similar activities and experiences as Adventure Park USA, including zip-lining, rock climbing, and obstacle courses. However, Adventure Park USA will differentiate itself from competitors by offering high-quality equipment and facilities, providing excellent customer service, and offering package deals and discounts.

Additionally, Adventure Park USA will also face competition from indoor adventure parks, such as iFLY and Sky Zone, who offer similar activities in a controlled, indoor environment. Despite this, Adventure Park USA will capitalize on its unique selling points of providing outdoor experiences in a natural setting, which is often preferred by adventure enthusiasts.

Overall, Adventure Park USA will need to develop a strong marketing strategy and continuously invest in improving its facilities and services to stay competitive in the adventure park market.

Financial Summary

Adventure Park USA aims to raise $2 million in funding which will cover the following costs:

  • Land acquisition and maintenance
  • Equipment purchase and maintenance

The park plans to generate revenue through multiple streams such as:

  • Entrance fees
  • Activity fees
  • Merchandise sales
  • Food and beverage sales
  • Equipment rentals

Key highlights of the financial plan include:

  • The park expects to break even within the first three years of operation
  • The park projects a revenue of $5 million in the first year of operation, increasing to $7 million by the third year
  • The park aims to maintain a gross margin of 60% and net margin of 10%
  • The park plans to reinvest profits into expanding the range of activities and improving the infrastructure

Overall, Adventure Park USA has a solid financial plan that ensures profitability while also providing visitors with an affordable and convenient experience.

Funding Requirements

The business plan for Adventure Park USA aims to raise $2 million in funding to cover the following costs:

  • Insurance costs

These funds will be used to establish the park, purchase necessary equipment and facilities, hire and train staff, and advertise to attract customers. With these resources, Adventure Park USA will be able to provide a safe and exciting environment for adventure enthusiasts, families, tourists, and groups looking for a memorable outdoor experience. We are confident that with the proposed funding, Adventure Park USA will excel in becoming the leading adventure park in the region.

Milestones and Traction

Problem worth solving.

The problem that Adventure Park USA aims to solve is the lack of thrilling and engaging outdoor activities available to adventure seekers, families, tourists, and groups in the region. Many individuals seek adventure-based recreational activities but often have limited options or face safety concerns. Our park will provide a safe and controlled environment for outdoor enthusiasts to engage in exhilarating activities. Additionally, we will offer affordable package deals and equipment rentals to ensure that cost does not prevent anyone from experiencing the excitement of adventure sports.

Our Solution

Adventure Park USA will offer a unique and exciting outdoor experience for adventure enthusiasts, families, tourists, and groups. Our park will provide a wide range of thrilling activities, including zip-lining, rock climbing, and water sports, to quench the thirst of adventure seekers.

We recognize that many adventure enthusiasts face challenges finding safe and affordable outdoor activities that can provide memorable experiences. We offer a solution to this problem by providing a natural setting for our activities with state-of-the-art equipment and experienced staff to ensure visitors' safety.

In addition to our array of exciting activities, Adventure Park USA offers package deals, discounts, and equipment rentals to make the experience even more convenient and affordable. Our goal is to provide exceptional customer service, and we guarantee visitors will have an engaging and memorable experience that will keep them coming back for more.

Validation of Problem and Solution

Product overview.

Adventure Park USA offers a wide range of thrilling outdoor activities and experiences for adventure seekers, families, tourists, and groups. Our activities include zip-lining, rock climbing, water sports, and other adventure-based recreational activities.

Our aim is to provide our customers with a memorable and engaging experience in a natural setting. We offer package deals, discounts, and equipment rentals to provide visitors with a convenient and affordable adventure park experience. The park is suitable for people of all ages and skill levels, making it a perfect destination for families, friends, and groups to enjoy together.

At Adventure Park USA, safety is our top priority. Our experienced and certified staff will guide and assist all visitors to ensure their safety while participating in activities. We guarantee high-quality equipment and facilities that are regularly maintained to ensure a safe and enjoyable experience for all.

Overall, our product and services provide a unique and exciting way for our customers to connect with nature, challenge themselves, and experience the thrill of adventure, making Adventure Park USA a top destination for adventure enthusiasts in the US.

Adventure Park USA will face competition from other adventure parks and recreational centers in the region. Some of the major competitors in the area are XYZ Adventure Park, ABC Recreational Center, and 123 Outdoor Experience. These parks offer similar activities and experiences such as zip-lining, rock climbing, and water sports.

However, Adventure Park USA aims to differentiate itself from the competition by providing a unique and memorable experience for visitors. The park's natural setting and focus on safety will help it stand out in the market. Additionally, the park will offer package deals, discounts, and convenient equipment rentals to provide visitors with an affordable and convenient experience.

The park will also constantly monitor and improve its equipment and facilities to ensure high-quality standards for its visitors. Adventure Park USA will also explore partnerships with local hotels and tour operators to offer travel packages that will help it attract more visitors.

Roadmap: Products & Services

Adventure Park USA aims to offer a range of exciting outdoor activities and experiences to adventure seekers, families, tourists, and groups. The following table outlines the steps taken so far and the plans for establishing and growing the business:

Adventure Park USA plans to continue refining its products and services based on customer feedback and market demand. The park may also expand its offerings in the future, including adding new activities or developing partnerships with local attractions.

Market Segmentation

Market segmentation for the adventure park business includes the following potential customer groups:

Target Market Segment Strategy

Our ideal customer segment comprises adventure enthusiasts, families, tourists, and groups who seek an adrenaline-packed experience in a natural setting. We will target adventure seekers who prefer outdoor activities and experiences that challenge their limits. Families will be our focus because we provide activities that parents and kids can enjoy together, such as zip-lining, rock climbing, and water sports. We will also target tourists who seek unique outdoor experiences and groups or corporations looking for team-building activities. Our target customers are willing to pay for a memorable and thrilling experience that they cannot get anywhere else.

Key Customers

Future markets.

Based on the customer segments identified and the value proposition offered, the adventure park has the potential to attract a diverse range of visitors. As more people look for unique and thrilling experiences, the demand for adventure parks is expected to increase in the future. The park's business strategy, which includes offering package deals, discounts, and partnerships with hotels and tour operators, positions it to capture a significant share of this growing market.

Based on market research, the adventure park faces competition from several existing adventure parks in the vicinity. A potential competitor table is shown below:

However, our adventure park aims to differentiate itself from competitors with a unique combination of outdoor activities in a natural setting and package deals that offer greater value for money. Additionally, alliances with local hotels and tour operators will enable us to reach a wider customer base and drive foot traffic to our park.

Marketing and Sales Plan

Our marketing and advertising strategy will focus on targeting adventure seekers, families, and tourists through a combination of online advertising, social media, and partnerships with local hotels and tour operators. We will also offer package deals and discounts to attract groups of visitors.

The costs associated with our marketing efforts will include online advertising and social media advertising expenses, as well as the costs associated with maintaining partnerships with hotels and tour operators.

Our advertising channels will primarily consist of Google AdWords, Facebook ads, and email marketing campaigns. Our goal is to increase website traffic, promote special offers, and encourage repeat visits through engaging content and social media interaction.

Location and Facilities

Equipment and tools.

Our adventure park will require a wide range of equipment and tools to ensure that our visitors have a fun and safe experience. Here are some of the key items we will need:

We will purchase most of our equipment and tools upfront to ensure that we have everything we need for our opening day. We will also need to budget for ongoing maintenance costs to ensure that our equipment remains in top condition. We will periodically review our equipment and tools to see if we need to replace or upgrade any items to improve safety or visitor experience.

Management and Organization

Organizational structure.

Our adventure park will have a hierarchical organizational structure, with clear roles and responsibilities for each employee. The management team will consist of the owner/CEO, a general manager, and department heads for operations, marketing, and finance. Ground-level staff will include activity guides, equipment technicians, customer service representatives, and food and beverage staff.

The flow of information will be structured vertically, with regular communication between the owner/CEO and general manager, and between the general manager and department heads. Additionally, department heads will communicate with their respective staff members to ensure smooth operations and exceptional customer service.

Management Team

Management team gaps.

As our adventure park business plan moves forward, we have identified several positions that still need to be filled by qualified candidates. These include experienced managers with expertise in outdoor recreation safety and management, as well as skilled marketing and customer service professionals who can help us drive brand awareness and build lasting relationships with our customers. We are actively seeking talented individuals to join our team and help us deliver exceptional experiences to our visitors.

Personnel Plan

Running an adventure park requires a team of skilled and dedicated professionals. Here is a table of potential positions that we expect to require:

Company History and Ownership

Adventure Park USA is a new startup, founded in 2021 by a team of experienced entrepreneurs with a passion for outdoor activities and adventure-based recreation. The founders have a combined experience of over 25 years in the adventure tourism industry, and they saw a growing demand for such activities in the Denver region.

The founders' extensive experience and knowledge of the industry have played a vital role in the planning and execution of the Business Plan. Their vision and dedication to providing a safe and exciting environment for adventure seekers are reflected in the park's offerings and value proposition.

Adventure Park USA is a privately held company, owned by the founders and select investors who share their vision and believe in the park's potential for success. The ownership structure is designed to ensure that the founders can make decisions that align with the park's long-term goals, maintain control over operations and management, and foster a culture of innovation and growth.

The company's history and the founders' expertise have enabled them to plan and execute efficiently, ensuring that Adventure Park USA becomes a leading adventure park in the region. The team looks forward to welcoming visitors and providing them with an unforgettable and exciting experience.

Adventure Park USA has set specific goals and objectives to achieve over the next three years to ensure the success of the business. The following table outlines our detailed roadmap to achieve these milestones:

Key Metrics

As an adventure park business, key performance indicators (KPIs) are essential to gauge the overall performance and health of the business. Some of the KPIs that we will track include:

  • Number of visitors per day, week, and month;
  • Revenue generated from entrance fees, activity fees, merchandise sales, food and beverage sales, and equipment rentals;
  • Customer satisfaction rates through feedback surveys and reviews;
  • Employee performance, including attendance, customer service, and safety records;
  • Return on investment (ROI) from marketing and promotional efforts;
  • Number of repeat visitors and customer retention rates;
  • Efficiency of equipment maintenance and safety inspections;
  • Environmental impact and sustainability efforts.

By tracking these KPIs, we will be able to make data-driven decisions to improve customer satisfaction, increase revenue, and maintain a safe and sustainable adventure park environment.

Financial Plan and Metrics

Sales forecast.

Adventure Park USA aims to generate revenue through entrance fees, activity fees, merchandise sales, food and beverage sales, and equipment rentals. The following table shows the projected sales for the first three years of operation:

The projected sales are based on market research and industry averages. Adventure Park USA will continuously evaluate and adjust its sales forecast based on actual financial performance and market changes.

The Adventure Park will have initial startup costs as well as ongoing operational expenses. The following tables outline the expected or incurred costs:

Projected Profit and Loss

Adventure Park USA aims to generate revenue through multiple streams, which include entrance fees, activity fees, merchandise sales, food and beverage sales, and equipment rentals. We have developed a profit and loss statement for the next three years, which is as follows:

The profit and loss statement takes into account all costs related to land acquisition and maintenance, equipment purchase and maintenance, payroll, marketing, and insurance. We aim to maintain a 50% gross margin percentage and aim to make a profit of $300,000 in the first year, $500,000 in the second year, and $700,000 in the third year of operation.

Projected Cash Flow

Adventure Park USA's projected cash flow statement for the first three years (2023, 2024, and 2025) is presented in the table below:

As shown in the table, Adventure Park USA expects to generate significant inflows from entrance fees, activity fees, merchandise sales, food and beverage sales, and equipment rentals. The outflows include land acquisition and maintenance, equipment purchase and maintenance, payroll, marketing, and insurance. The company expects a positive net cash flow in each year, leading to a cumulative net cash flow of $2.4 million by the end of 2025.

Projected Balance Sheet

Based on our projected financials, we expect steady growth in assets as our adventure park gains popularity and expands its offerings. Liabilities will increase as we invest in the necessary equipment and facilities to support our growing customer base. However, we aim to maintain a healthy balance between liabilities and equity to ensure long-term stability and profitability for our adventure park.

The adventure park will require a team of trained staff to ensure that visitors have a safe and enjoyable experience. We plan to hire experienced and qualified staff, including activity trainers, customer service representatives, operational staff, and marketing professionals. We will also provide rigorous training for all employees to ensure they have the knowledge and skills necessary to provide excellent customer service and maintain high safety standards.

Compensation for our employees will be competitive, with salaries and wages aligned with industry standards. We will also offer benefits packages, including health insurance, retirement plans, and paid time off. We intend to create a positive work environment where employees feel valued and motivated to contribute to the success of the adventure park.

Employees will be integral to the business operations, responsible for providing customer service, maintaining equipment and facilities, managing bookings and ticket sales, marketing the park, and ensuring the safety of visitors. With a skilled and motivated workforce, we aim to provide a memorable and enjoyable experience for all visitors to the adventure park.

Use of Funds

Adventure Park USA plans to raise $2 million in funding to cover the following expenses:

The funds raised will be used to ensure that Adventure Park USA can provide high-quality equipment and facilities, safe and exciting activities, excellent customer service, and convenient rental options to become a top destination for adventure enthusiasts in the US.

Exit Strategy

As the owners of the adventure park, our eventual exit strategy would involve selling the business to a qualified buyer who shares our vision and values for providing safe and memorable experiences for our customers. Alternatively, we may consider passing the business along to a family member or employee who has demonstrated a strong commitment to the success of the park. Regardless of the eventual exit strategy, we will work to ensure a smooth transition for all stakeholders, including customers, employees, and partners.

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  19. Conquer Adventure Park Business: 9 Steps to Success!

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  20. Chusovoy :: Regions & Cities :: Russia-InfoCentre

    Chusovoy. Chusovoy is an old Russian town located on the western slope of the Mid Ural Mountains, on the Chusovaya River, 224 km to the northeast of Perm. The town with the population of 49.3 thousand people (as of 2008) takes the area of 58 sq km. The town's central enterprise is a steel works, which is the major pollutant of water and air.

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