Toronto’s coolest Lounge
Business Plan and Investment ProposalBUSINESS PLAN EN FUE
BUSINESS PLAN EN FUE
EN FEU Entertainment Complex provides a local solution to the lack of live and dance music
venues in a medium-sized market, and will help keep late-night entertainment expenditures
within the region. The company's good grasp of how to market an entertainment complex adds to
the plan's attractiveness.
EXECUTIVE STATEMENT CONCEPT & DESIGN EXAMPLES 1 - 10
MISSION STATEMENT OUR MISSION 11
OBJECTIVES SHORT & LONG TERM GOALS 12
RATIONALE ABOUT THE BUSINESS AND LOCATION 13
INVESTOR INFORMATION BUDGET REQUIRED FOR PROJECT 14
MANAGEMENT SUMMARY AN OVERVIEW OF THE MGMT TEAM 15- 17
TARGET MARKET & DEMOGRAPHICS AREA DEMOGRAPHICS 18 - 19
SITE DEMOGRAPHICS MAPS AND SATELLITE VIEW 20 - 23
MARKETING OVERVIEW OF THE MARKETING AVENUES 24 - 26
CUSTOMER DEMOGRAPHICS SEGMENTED PATRONS 27
FINANCIALS SALES PROJECTIONS CHARTS 1ST , 2ND & 3RD 28 - 30
Our proposal is to purchase real estate and develop the premises into a sensational hospitality bar and nightclub
entertainment complex on 3 acres of land in the borough Etobicoke of the Greater Toronto Area. The size and occupancy
of this premises determines the level of profitability proposed. In combination of the rooftop and ground floor patios the
venue will accommodate up to 2000 patrons and yield minimum profits of 3 to 6 million per year.
The name for this sensational concept will be called “EN FEU” a French word meaning “On Fire” This name was chosen
especially for it’s marketability which also serve to create signatures within the venue for branding and advertising.
EN FUE will specialize in high-energy dance music; it will have various entertainment areas to offer patrons dining,
dancing, lounging, and outdoor socials, and will be extremely passionate about it’s entertainment making sure to have the
best live performances, as well as being host to very special functions; it will offer beer, wine, an array of liquors and
mixed drinks. In addition, the venue will sell non-alcoholic beverages such as soft drinks, juices, and bottled water along
with a casual dining food menu of our “signature EN FUE” appetizers and entrees ranging from $8 to $30 dollars.
The focus of the venue’s design will be to create a highlysocial atmosphere on the patios during the summer months and
also provide a chic warm and vibrant atmosphere in the interior . The chic ambiance of the interior will be achieved through
the placement of couches, booth seating, quieter lounge areas located away from the dance floor to add to it’s breath taking
atmosphere on the patios.
This concept is created by experienced entrepreneurs who have a great knowledge and sense of the industry and have led
the way in new trends, concepts and marketing for nightclubs. (please see the Management Summary in our business plan).
The venue’s initial hours of operation will be 4:00 P.M. to 3:00 A.M. Monday through Sunday, and will draw primarily
from the local retail malls, industrial businesses, nearby residents, colleges, universities, and from other major boroughsin
close proximity to the Area.
The demographics of the area are extremely favorable, with minimal competition from other nearby lounges , dance-themed
venues and bars.
Having a “wow factor” is very crucial and a must have in today’s hospitality and nightclub industry. Using the wow factor
as a hype to spread word of mouth about EN FUE, it will feature the best dynamic lighting , state of the art sound system
and a “stunning living room” outdoorpatio to feature that “wow factor” making it a true destination to dine, socialize and
ENFUE will generate sales through several revenue streams that comprise the company's products and services:
Food and Beverage
Executive Summary: 2
The focus of design will be to create a highly socialatmosphere on the patios during the summer months
En Feu, offers an incomparable atmosphere for the area and nearby citieswhere shoppers and employees
from localbusinessescan stop over for lunches, afternoon and after-work socials
Managing several separate revenue streams requires ramping up each one individually,ensuring that each
area performs well before developing the next revenue stream. In order of importance, Food/Beverage and
Gate/Entertainmentare expected to provide the most stablerevenue streams.
The venue appeals to four major market segments:
(Entertainment “On Fire”)
ENTERTAINMENT “EN FEU “
Bar tenders and Mixologist will keep you entertainedwith their specialskillsexhibitingunique and special
Cocktails EN FEU (“On Fire”)
And with “Signature Desserts” from the kitchen
Deserts EN FEU (“On Fire”)
A well design venture that is warm and is not overly manicured or sterilelike some contemporary design
Executive Summary: 7
The mission for EN FEU is to create a destination for sophisticated entertainment and dining for the area while offering a
similar ambiance and dynamics of the downtown core. It will be a very accessible and affordable venue providing a
sensational experience and opportunity for social interaction with dancing, in addition to top entertainment for all visitors.
Our EN FUE signature:
•flaming dishes &deserts,
•alcoholic beverages beer and wine bar
• emphasis on great music by top local and international DJs
•over the top live performances
Various programming for every night of the week, will give residents of the area and beyond quality diversion in an
enjoyable and pleasant atmosphere.
•To achieve and produce minimum profits of 3 million
in the first year of operation and take up market shares
in the area.
•To implement new formats and offer a new style of
programming and entertainment for the area thus
creating more revenue streams, more audiences and
giving more entertainment value while building up new
•To locate and select patrons, sponsors and promoters to
attend the official launch gala celebration by Jan, 2014
thereby having an opportunity to meet everyone in
person and discuss partnership opportunities.
•To succeed over the long term and generate appropriate
revenue for turning a net profit and servicing a private
loan obligation through a business partnership.
To established the following goals (detailed in this
•Maintain a gross margin of 65%
•Maintain a net profit margin 40%
•Maintain the cost of goods less than 33%
•Maintain the costs of labour less than 12% of sales
•Maintain a sales & marketing budget of 3%
Dance venues in the 1990s have significantly impacted cities from coast to coast dazzling their audiences with high-
powered lights, sound, and music, this industry is still one of the highest cash flow businesses in the world. Studies have
shown that the average person will spend three to four hours per weekend in an entertainment environment and will spend
an average of 20 to 50 dollars in that timeframe. This trend also shows no signs of declining.
The typical dance club is open from 9:00 P.M. to 2:00 A.M., and within this span of five hours, the venue can achieve gross
revenues anywhere from $5,000 to $150,000 nightly.
The primary sources of revenue in a nightclub are high-volume traffic, coupled with nominal spending. In addition to
alcohol sales, a nightclub also generates substantial revenues from door charges that can typically range from fifteen to fifty
dollars and more per person.
For example, a 1,000-person capacity nightclub will typically turn over approximately 1,500 people in the five-hour span of
operation. A $15 door charge, in addition to a conservative figure of $30 collected from each patron in alcohol sales, would
generate approximately $60,000 in nightly revenue.
Currently the nightclub industry is shifting towards more entertainment-oriented concepts. Guests of these clubs are not only
offered a dynamic place to dance, but also a place to participate in the entertainment through interactive contests, theme
nights, and other events. Our intentions are to heavily utilize entertainment-oriented marketing in an effort to withstand the
perpetual shift in trends and cater to as large a client base as possible.
A huge emphasis will be placed on the patio’s atmosphere, since during the summer months it’s when and where most
businesses in this industry thrive. Patios with having longer hours of operation generally triple the gross sales of the venue.
The allure in the summer months for the patios are for a quick after work social, or starting off the evening early , it’s also
when and where the party begins especially on the weekends, and also to add as a very useful area for creating various
The location for this new venue is prime for several reasons. i.e.:
•The lack of direct competition from any other entertainment complex.
•For patrons who prefer the comfort of parking which in downtown Toronto can be a very expensive and complicated
•less hwy congestion which is a major highway problem already when headed into the downtown.
•the ease of less traveling time because its an easy hwy drive from all other cities and boroughswest and north west.
• fulfilling a need to the nearby dense neighborhoods in the city of Mississauga, Oakville and the boroughs , Etobicoke,
Mimico, North York, Woodbridge
•The area’s real estate is an emerging market of newly built condominiums for sale and at the same time high levels of
We are seeking unsecured Venture Capital or Angel investment for a budgeted line of credit of up to $5.5 million. This
amount is required for purchase of the real estate, to fully develop EN FUE’s concept paying all taxes, licenses, permits,
architectural renderings, all and any construction interior and exterior, design cost, as well startup monies for supplies and
The ROI paid monthly through revenue generated from the business, all chattels, assets and real estate will be assigned to
the Investor or PPSA against the premises, until the loan is fully repaid. If sales are achieved as planned the entire debt, and
real estate will be paid fully within the first 5 yrs of operation.
The management company will not receive any equity and will work within the budgeted salary until the Investors loan is
fullyrepaid. Investors will receive royalties on top of the repayment agreement (royalties to be negotiated) thereafter
retaining a percentage of the corporation (percentage to be negotiated) once the debt is fully repaid or simply structure
repayment with interest for a duration of 12yrs.
How the investment will be used is estimated as follows:
Buildings/real estate $ 3,950,000
Leasehold improvements 200,000
Capital equipment 700,000
Location/administration expenses 100,000
Opening inventory 80,000
Advertising/promotional expenses 170,000
Contingency fund( ESCROW FOR 1st YR MORTGAGE) 200,000
TotalStartup Expenses $ 5,500,000
Suggested payment @ 20% for 150 months (12.5 years) at $6.5 Million
$1.5 Mil interest paid @ $50,000for the first 30 months
$5 Million repaid for the following 120 months @ $54,167.00/mo.
If EN FEU is highly successful, it is our plan to open other venues in another areas of Ontario and cities across Canada.
Investor Information 14
From the very beginning of the 80’s in Toronto, it was an era when
fashion, music, and technology. New fashion designers were born,
music now electronically made, Rap and Scratching started , Break
Dancing became a trend, Punk Rock a new scene, and House
Music was later introduced.
Torontohad also started it’s own ( NYC Greenwich Village) which
back then was known as the “Soho” along Queen St just west of
University Ave. At that time two iconic nightclubs broughtit all
together which also served to put Toronto on the international map.
It changed the city’s party life from small disco-techs and
converted pubs into the big nightclubs that we are familiar to
Of the two legendary venues the very first one opened in 1980,
The Twilight Zone at 185 Richmond Street, was an all night dance
spot on the cutting edge of new music that boast the best sound
internationally, it introduced the concept of booking international
DJs , and over the span of 10 yrs eventually known for bringing
and culturing House Music to Toronto.
MANAGEMENT SUMMARY 15
The second venue was called Fresh Nightclub and Restaurant at “132
Queens Quay”, it was the first nightclub entertainment complex we
builtin Toronto that set the bar high and changed the nightlife scene
to what is enjoyed today. It was the largest and first of it’s kind
entertainment complex built and included a restaurant. It with
approximately 15.000 sq. ft, two large dance floors , a custom built
sound system, dynamic lighting, and staging to put on the big rock
shows it had with artist such as, Kid Creole And The Coconuts, Tom
Browne, Shannon, Janet Jackson , Black Uhuru, and many more.
The vision of the Assoon bros. followed thru with these two
establishments RPM and The Guvernment / Koolhaus Entertainment
Complex. In fact, Albert Assoon had been recruited as “Executive
Consultant” and “Director Of Operations” to spearheaded the
opening of the Guvernment / Koolhaus Entertainment Complex
MANAGEMENT SUMMARY 16
An excerpt from a recent article in “The Grid Magazine” outlines some of their accomplishments:
“Twilight Zone started off the tradition of bringing international DJs on Saturdays, starting out with DJ Kenny
Carpenter, David Morales, Frankie Knuckles, Dave Madness Del Du Valle—all from NYC—and Jay Armstrong from
Ministry in the UK,” ~ “ The Assoons —also the original visionaries who, in 1984, opened a club space at 132 Queens
Quay E. called Fresh that was eventually RPM (and later The Guvernment)—went on to open Gotham City Bar and
Grill at 81 Bloor St. E. in 1990 and, later, dance-music haven The Living Room at 330 Adelaide St. W.”
WEB RELATED INFO, LINKS AND ARTICLES :
http://www.residentadvisor.net/feature.aspx?1310 (RA Resident Advisor Clubbing IN Toronto)
http://en.wikipefsdia.org/wiki/Toronto_Entertainment_District - Wikipedia
https://www.facebook.com/groups/129433227125410/ Facebook page `The Architects Of House Music`
http://www.the-architects-of-house-music.com/ The Architects Of House Music Website.
Suzanne Boyd former chief editor of Flare Magazine and Charmaine Gooden -
Zoomer Magazine in the Zone’ -Dean and Dan (D Squared), Raymond Perkins
(Director of Roots Canada) just to name a few, were some of the aficionados of the
MANAGEMENT SUMMARY 17
The primary target market for this venue will range from various age groups between 21 to 45. Market research indicates
that the demand for an entertainment venue in this demographic is very high. Most are tired of the existing scene downtown
and are looking for a local but dynamic place to dance, socialize, meet people, and have a good time.
Currently, high-energy dance clubs are only found only in high traffic and over crowded areas of the city with few parking
options. This discourages many markets of the greater Toronto area from frequenting these downtown venues.
Coupled with the tremendous current and forecasted growth throughoutthe Etobicoke area, indicates that the time is perfect
for such a venture as EN FEU
The market research study included men and women within the target market that do, or would, support the entertainment
complex. The most common responses and comments regarding existing venues in the area were:
•Not enough room to dance
•Tired of the existing sports bar/tavern atmosphere
•Existing venues play the same music every night; no variety
•Low quality light and sound
•Lack of energy and excitement; too low key
•Lack of credible entertainment
•Lack of ambiance
Therefore, the venue being proposed will address all of these concerns. It will maintain a heavy focus on live performances
and dancing—offering a substantial dance floor —and will offer a high-energy, but very social atmosphere for the
Demographic data obtained from City Of Toronto’s web site demonstrates that Toronto will grow over significantly in the
next 5yrs within our target market, 46% of the total population of Ontario. Estimates indicate an expected 3-4% annual
growth over the next 10 years.
Target Market & Demographics 18
Pizza Pizza and Sunwing Airlines have their headquarters in Etobicoke.[
Skyservice, an airline, was headquartered in Etobicoke, until its demise. Canada 3000 had its headquarters in the City of
Etobicoke before it became a part of Toronto; the headquarters remained there until the closing of the airline.
The construction industry in Etobicoke has been booming with many new condo towers being developed along the
waterfront near humber bay and along Bloor street. This has helped increase Etobicoke's population after a short period of
The Film and Television industry has been gaining promise in the area.
numerous restaurants and cafes, and fine boutiques. Residential development consists primarily of single-family dwellings,
although several large multi-storey hi rise condominium developments have been built in south Etobicoke near the Humber
River over the past few years. Kingsway South neighbourhood has attracted many affluent individuals and families (as of
2001, over 50% of households have an income in excess of C$100,000/year),[ and remains one of Toronto's more prominent
The central areas of Etobicoke, although farther from the subway line, are still well-served by public transit buses. These
neighbourhoodsare generally middle class.
Etobicoke is home to Humber College, University of Guelph-Humber, Woodbine Race Track and Slots, Woodbine Centre
and Sherway Gardens Shopping Centre.
Target Market & Demographics 19
Another geographic target market only a few kilometers away is the city of Mississauga
Mississauga is a fast-growing and multicultural city. Statistics Canada estimates that Mississauga now has 734,000
people,[ an increase of 150,000 from the previous decade and the population has roughlydoubled in past twenty-five years.
Mississauga is now the third most populouscity on the Great Lakes; far smaller than Chicago and Toronto, but recently
surpassing the cities proper of Detroit,Milwaukee, and Cleveland.
The location is also strategic to several other cities such as Oakville, Burlington, Hamilton and Brampton.
There are several contributing factors behind the emergence of South Etobicoke; various other projects, including
numerous restaurants, and residential housing, and condominiums are currently in development.
The location for this new venue is prime for several reasons. i.e.:
•The lack of direct competition from any other entertainment complex.
•For patrons who prefer the comfort of parking which in downtown Toronto can be a very expensive ordeal
•less hwy congestion which is a major problem already when heading into the downtown
•the ease of less traveling time because its an easy hwy drive from all other cities and boroughs west and north west.
• fulfilling a need to the nearby dense neighborhoods in the city of Mississauga, Oakville and the boroughs of Etobicoke,
Mimico, North York, Woodbridge
•it’s an emerging market of newly built condominiums for sale and at the same time high levels of commercial
Target Market & Demographics
The proposed location is South Etobicoke is currently in an industrial area between two major shopping centers, Cloverdale
Mall and a triple A large retail shopping complex, Sherway Gardens.
Sherway Gardens is located just west of downtown (in the former City of Etobicoke) at the junction of Hwy. 427 & QEW.
There is easy direct access to the shopping centre from both QEW and Hwy. 427 via Sherway Gardens Road. Anchored by
The Bay, Sears, Sporting Life and Holt Renfrew, Sherway Gardens is an upscale fashion and lifestyle centre with over 200
shops and services. Known for its best in class retailers, lush gardens and comfortable leather seating, Sherway is a
Public Transportation Access:
Sherway Gardens is accessible by TTC and Mississauga Transit routes. The bus stops are located on the Ring Road on the
southside of the shopping centre, nearest Door #7.
The building required has:
•one to maximum 2 floors for less complications with fire evacuation, permits and cost.
•Rooftop access for creating a large patio licensed for up to 500 or more
•10 to 15,000 sq.ft. to produce an occupancy for 1000 interior capacity
•Withland to create a ground patio of at least 300 or more occupancy
•Withland for parking and valet service or for use of promotions to create more revenue streams
•Easy access to the nearby major highways along with bus or train services to nearby cities.
•At the Hwy interchange to and from all other boroughs and cities surrounding Toronto
•In between two triple A retail malls
xProposed site area
This building is ideal in many ways because it has enough land around it which is needed for parking, ground floor patios
outdoorconcerts and special events.
This location is very strategic, it’s far enough away from residential for playing outdoormusic, has a fantastic open sky
view and within 20 minutes of other major cities or boroughs of the GTA plus being close to highway exits and entrances.
Great access for local customers from many of the local surroundingretail malls, stores and industrial businesses.
It’s off the hwy in any direction from hwy 427 north to Brampton and Orangeville, then to the Gardiner Expressway
TorontoEast and The QEW West to Mississauga, Oakville, Burlington and Hamilton. It’s also a great location for
employees and clientele of the shopping centers to visit for an after work or after shopping appetite.
It’s also unique because it has a long private road entrance which is another excellent feature for controlling traffic in and
outof the venue.
Site Demographics 23
The name EN FUE is a French word, which means “on fire” is part of the marketing scheme, it actually means
everything we state is on fire, for example:
•EN FEU DJs
•EN FEU live performance
•Cocktails EN FEU, Deserts EN FEU
•Chefs EN FEU etc. etc.
The imagery also has a play for visuals on flyers, and videos.
EN FEU will use traditional and nontraditional marketing efforts to promote the venue. Traditional marketing
efforts will include, direct mailings, and newspaper spots, radio campaigns and social media. Nontraditional
marketing consists of indirect marketing. The combination of these marketing efforts will be used to create a
"buzz" that will generate word–of–mouth marketing in the general public.
Together with facebook and our mailing list there are currently over 15,000 friends that are interested consumers
who keep up to date with what is going on in our events The opening will be tweeted on Twitter and mailer on
facebook along with advertisements and media articles. This mailer is designed and maintained thru our IN
Marketing. EN FEU will push to have as many references as possible in this mailer. It will also begin placing
advertisements in the Etobicoke Guardian, Snap and Toronto Star, The Grid and Now Mag, about the EN FUE’S
opening. An advertising campaign on local radio stations will start up a month before opening and it is likely to
be featured in media news articles shortly before opening.
EN FEU will also participate in local events such as Toronto Ukranian Festival, Sporting events and with the
nearby colleges and university social programs. At these events, merchandise, coupons, and flyers will be handed
out.Moreover, EN FEU will hand out these things as much as possible at as many places as it can to give the
venue as much promotion as possible.
Promotional efforts are critical to the proposed club's success. Accordingly, the venue will offer nightly, weekly, and
monthly promotional specials. These promotions will help to stimulate excitement for the new venue, thus leading to high
traffic and exposure. The main idea is to offer a new entertainment experience night after night. This is the key ingredient
for success and profitability, as well as longevity, in this venue at it’s location.
•Nightly dance floor and stage contests
•Cooperative promotions with local radio stations
Entertainment will be provided by charismatic disc jockeys featuring a blend dynamic dance music. During the week, live
band performances, special themed nights and promotions will be used to attract a more diverse crowd, and to increase the
number of customers who frequent the venue.
These various nights will change as popularity and demand dictate.
The market will be targeted and reached via the following primary vehicles:
•advertisements in local print media
•strategic broadcast radio spots
•Internet web site.
•Advertisements in the local newspapers,
Broadcasts over the local radio stations which will provide exciting club information about the current promotions and
A more "grass roots" marketing campaign also will be employed. This includes club representatives and spokespersons
attending area events, posters, a "prize patrol" van, and other person-to-person marketing efforts.
EN FEU will be formatted with a seven day calendar, from various EN FUE (“on fire”) DJs, live
performances, along with themed nights that tune in to the local residents and to the large base of students at the
nearby U of Toronto, Humber and Sheridan Colleges.
•Creating international appeal from cross promotions with local hotels / airlines - busing people from cities
across the US and Canada to socials at our unique venue.
•Fashion shows will be a regular occurrence
•Performance artist of every genre
•University student nights
•Happy hour food specials
•After work party incentives
•Birthday party incentives
•Radioand Newsprint campaigns
•Social Network & Affinity programs
•Art ,Photography Exhibits
Our clientele will be segmented into distinct groups that we aim to target by age and location which suit our daily
•The first group live in the immediate and surrounding areas, they are the dense populationof young professionals
ages 25 - 40 and will make up 40% of attendees or approx. 28,000/yr
•The second group are over 60,000.00 University Of Toronto Mississauga, Sheridan and Humber College Students
age 19 – 25 that will make up 30% of the attendees approx. 21,000/yr
•The third group come from across the Greater Toronto Area of mixed ages and making up 27% of attendees or
•The fourth group are tourists who visit Toronto making up at least 3% 2100/yr
•The fifth group are the ex-clients, and friends of the Assoon brothers.
EN FUE projects net sales forecast 1st year of operation. 28
NETPROFITRATIO YR 1
Net Profit Margin Ratio 32%
JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC
EN FUE projects net sales forecast 2nd year of operation. 29
NETPROFITRATIO YR 2
JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC
NETPROFITRATIO YR 3
EN FUE net sales forecast 3Rd year of operation.
JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC