Chumphon marina development phase 1 action plan 45 page for chumphon developent team

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TABLE OF CONTENTS
“Harbour Village”
Hypothetical Commercial Definition
of the Chumphon Marina
Development
SYS development team
Tasks and actions to be executed
Summary
Annex
Expected outcomes:
 Phase 1 key objective targets
 Estimated budgetary requirements for phase 1
 Obstacles and mitigating actions to phase 1
Completion
Overview:
 Development Features and Amenities
 Core Attractions
 General Target Markets
 Specific Target Markets
 Mission statement from the Project Coordinator
 Organizational structure and operational departments
 Operational departments and responsibilities
Task and action management framework:
 Structure
 Reporting and scheduled meetings
 Process of task and action identification, delegation
and prioritization
Task and action department delegation master list:
 Task and actions department delegation master list reference
relationship to gantt chart
Departments:
 Executive Committee
 Construction
 Administration
 Commercial Development
Critical due diligence with client
Executive Committee Focus Points
 Original Vision Brief (Master Planner)
 Marine Tek Marina Berth Plan
 Special Commercial Concepts
 Contacts SYS Consulting team
Executive Summary
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EXECUTIVE SUMMARY
This plan is a roadmap indicating the actions and methodologies that will be employed by SYS Consulting over the next 6 months
for the purposes of executing phase 1 of the development of the Chumphon Marina and Condo development starting from the
17th of October 2016 in a timely, efficient, and cost effective manner.
Phase 1 of this development, will be principally concerned with creating an efficient team that will endeavour to take this
project from the research to phase 2 when ground can be broken to commence construction for key development elements,
and the instigation of Marketing activity. With phase 3 being the instigation of commercial operations, phase 1 will also have the
following expected outcomes.
EXPECTED OUTCOMES
1. Full understanding by SYS Consulting of the desired outcomes and expectations of the development
owners and principal investors.
2. General consensus of the final operational Business model for the Chumphon Marina and Condo
development;
a. What type of Marina will this be
b. Who will be the target market
c. What service, amenities will this development offer
d. Clear understanding of the market position of this development within the competitive landscape
3. Construction planning completed and ground-breaking to commence on April – May 2017
4. Plan to seek full funding for this development if so required
5. Clearly defined commercial development plan
6. Clearly defined Marketing Master Plan
PHASE 1 KEY OBJECTIVE TARGETS
Objective Status Deadline
1. SYS operational team formed with tasks and actions assigned/delegated. TBC TBC
2. Land ownership physical development acreage and usage rights
confirmed
TBC TBC
3. General consensus of the final Business model. TBC TBC
4. Business and commercial development planning finalized. TBC TBC
5. Construction planning finalized. TBC TBC
6. Marketing planning finalized and commencement of marketing
activity.
TBC TBC
7. All required permits, licenses and permissions to commence
development applied for and pending approval.
TBC TBC

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EXECUTIVE SUMMARY
ESTIMATED BUDGETARY REQUIREMENTS FOR PHASE 1
The budgetary requirements for phase 1 have been document on a separate sheet, and is an
estimated per coming month budget over the next 6 months and references the departmental
operations listed below. Initial expenses for month one have been indicated at 2,475,000 Baht.
1. Retained legal services
2. Retained accounting services
3. Administration
4. Design consultancy
5. Business planning and commercial development
6. Marketing and Business development
7. Logistics
8. Community liaison
9. Government liaison
10. Management team
11. Environmental compliance
12. Marina consultant
13. Miscellaneous expenses
The figures provided in the additional breakdown down sheet, are estimated calculations and
some costs are known to be exact, and others are estimates based on professional advice.
The nature of this development will require various services and the needs of individual operational
departments will grow over time, owing to the tasks they will have to execute; there is also the
factor of unknown variables. SYS Consulting will diligently manage the allotted budget, and
actively engage in due diligence to ascertain circumstances which may incur additional costs.
OBSTACLES AND MITIGATING ACTIONS TO PHASE ONE COMPLETION
The greatest obstacles, which may hinder the progress of this development, are listed below;
Obstacle
1. Transparency of land ownership
2. Land usage permissions
3. Objections and concerns from the local
community
Mitigation
Extensive and exhaustive title searches
Very high degree of engagement with the responsible
Thai governmental departments and their executive
committees.
Good community relations is paramount concern for the
SYS team, who have in place clear lines of
communication with local community leaders.
Conscientious CSR is one of our guiding principles.

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HARBOUR VILLAGE - HYPOTHETICAL COMMERCIAL DEFINTION OF THE CHUMPHON
MARINA DEVLOPMENT
OVERVIEW
The Chumpon Marina and Condo development is located in the Mueang Chumphon province of southern
Thailand, and is precisely situated 15 kilometres from Chumphon Town, 14 kilometres from Chumphon
airport and directly adjacent to the stunning Thungwualaen beach in the charming town of Saphli.
Latitude and longitude: North 10.58‟24 East 99.28‟14
This landmark development will be a marine lifestyle hub, and a gateway to the phenomenal natural
beauty of the Gulf of Thailand, offering numerous pristine islands, coral reefs, and mangroves to explore.
For the purpose of hypothetical conceptualization we will call Chumphon Marina “Harbour Village”, and it
will be in the form of a boutique marina offering visitors and residents a location that is untouched by mass
tourism and retains a low key character, flowing harmoniously and complementary to the local community
and the environment.
Your experience as visitor or resident will be underscored by a commitment of the Managers and
Developers of Harbour Village to provide an exceptional standard of service and convenience at a
concierge level, and a wide variety of leisure experiences. Harbour Village is where you can come to rest
and rejuvenate, play and explore, meet new friends and old ones in a stunning setting, it will be a place
where memories are made and all the staff know your name. You will be met with smile by the
development staff and a commitment to exceed your expectations
 Full service berths for yachts up to 50+
meters LOA
 Fully covered dry stack spaces for
boats up to 12 meters LOA
 Offshore mooring buoys secured to the
sea bed
 Maintenance yard and haul out facility
 Fuel Dock
 Water and electricity
 Black/gray water pump out
 Hazardous waste disposal
 Shore support, provisioning and crew
services
 Boat/yacht management services
 Concierge services
 Golf buggies
 Yacht charter
 Fishing and marine leisure activity
equipment hire
 Chandlery (boat supplies retail outlet)
 Exclusive detached hillside villas
overlooking the Marina “Harbour Hills”
 Luxury detached villas within the bounds of
the development
 Villas with private docks for yachts/boats up
to 20 meters LOA accessed via a canal cut
 Condominium blocks with rooftop pools and
terraces
 Onsite or site adjacent over 55 specific
retirement village
 Onsite or site adjacent gated development
 Boutique hotel/villa complex with dedicated
concierge
 Resort Hotel
 Major brand name vacation club (E.G
Marriott vacation club or Hyatt residence
club)
Marina features and amenities Real Estate and accommodation
offerings

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MARINA DEVLOPMENT
LEISURE AND LIFESTYLE FEATURES
This development aims to give residents and visitors alike, great convenience, excellent services and
veritable smorgasbord of activities to suit all tastes.
KEY ATTRACTIONS
Attraction
1. Stunning islands, beaches and areas
of beauty to explore, that have not
been swamped by mass market
lower end tourism and retain a
distinct traditional character
2. Super yacht 40 meter plus berthing
capability
3. On site marine services
Rationale
Chumphon Marina “Harbour Town” is within
easy cruising range of some areas of stunning
natural beauty such as the Mu Ko Chumphon
National Park. These islands offer excellent
diving opportunities and pristine beaches.
Many larger yachts that cannot fit inside are
marina, have spend time at anchor which can
be very inconvenient and also there is the fact
that they have no protection from adverse
weather and sea conditions
A visiting yacht or recreational boater will have
unavoidable maintenance tasks to ensure the
vessel is kept in a seaworthy and safe
condition. Any marina that can provide high
quality marine services will be very popular.
 Yacht club that is a combination of
bar restaurant and event space
 Boardwalk offering office and retail
space with duty free shopping
 Business centre
 MICE, conference and events
centre
 Clinic and pharmacy
 Restaurants
 Dedicated bakery
 Supermarket
 Children's indoor play centre and
shaded outdoor activity centre
 Gym and wellness centre
 Helicopter landing and shuttle facility
 Ferry shuttle to local island
 Property management and marketing
service
 Spa
 Yoga pagoda
 Flood lit tennis courts
 Golf course and clubhouse
 Golf driving range
 Sailing and water sports centre
 Dive centre and offshore dive park
(artificial reefs and technical diving
attractions for example, a scuttled
vessel ship)
 Climbing wall
 Lawn and picnic area
 Car hire

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1. Shipyard works dock
2. Tour boat and ferry dock
3. Shipyard offices
4. Chandlery, cafe and office
space
5. Car park for tour boat and
ferry passengers
6. Manned security gate and
fencing
7. 500 tonne travel lift
8. Helipad
9. Shipyard storage and
yacht offices
10. Tender and jet ski work
area
11. Machine shop
12. Firefighting command point,
2X high power fire pump
connected to all yard hydrants
and BA sets
13. Hard standing area
14. Shipyard car park
15. Undercover work area X3 50
meter
meter
meter
18. Workshop
19. Dangerous goods area
20. Waste disposal,
rubbish and recycling
21. Mast and sail workshop
22. Truck access
23. Marina area service
power supply
24. Alongside access area
and crane
25. Shipping container
storage area
26. Proposed future
crew temporary
housing and
recreation area
27. Access road
28. Respray tent
MARINA DEVLOPMENT
MAINTENENCE AND HAUL OUT FACILITY
This is a hypothetical illustration of the facilities, which super yachts and recreational boaters alike will find
highly convenient, and have proven to be a source of significant revenue for other developments. SYS
Consulting is a company that operates directly with Yacht Solutions, that is Asia‟s leading super yacht refit,
maintenance and shore support provider.
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Note: Yacht Solutions has had to turn away refit and service projects approximately valued at $20 million usd, due to not having the
facilities required for larger yachts 40+ meters LOA.

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MARINA DEVLOPMENT
KEY ATTRACTIONS
Attraction
4. Fully covered dry stack boat storage
Rationale
Ideally the marina berths should be used mainly
for boats over 12 meters LOA, and where
practical, smaller craft can be stored in a stack,
Thus increasing the marinas berthing capacity.
Not every recreational boater, will be in a
position or will desire to invest in a sailing yacht
or motor cruiser, that said, many people can
afford to purchase and the meet the costs of
owning a pleasure boat under 12 meters LOA.
Having a beautiful marina that offers a dry stack
service in a fantastic location with great cruising
grounds, can give an individual the option of
owning a pleasure boat that is ready and
waiting for their usage. But without the
additional maintenance cost, and worry of
keeping their boat in a wet berth for long
periods of time.
“Mr and Mrs Lee work in Singapore's financial
sector, and moving to Harbour Village full
time is not a realistic option for them, but they
love to visit their holiday home five times a
year and the occasional long week end break,
having the option to use their boat during
these trips is a great lifestyle and leisure
compliment.
Chumphon airport is just 2 hours flight time
from Changi airport; this is such a
convenience for the Lee’s.
Mr Lee’s Boston Whaler only costs him $150
per month for storage, and it is kept in perfect
condition. For additional cost he can order
refuelling, maintenance, provisioning even a
Captain so he can sit back and enjoy
cruising.”
Having a dry stack can give the following benefits
to Harbour Village;
Mr Lee, what is it like being a Harbour Village dry stack user?
“It‟s fantastic, having such a hectic work schedule my
leisure time is limited and this service gives me a hassle
free boating experience, I take the Whaler out for a trip park
up at the marina and the dockhands do the rest for me, after
use engine flushing and a good wash”
 Increased number of recreational boaters
 Increased hotel and condo rentals
 Increased fuel and maintenance service sales
 Increased revenues for commercial tenants
 Encourage and grow boating
 Encourage boat brokers and brands to become
commercial tenants.
 Lifestyle option for condo and villa owners

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MARINA DEVLOPMENT
KEY ATTRACTIONS
“Keeping a boat shipshape requires, time
dedication and expert knowledge”
“Time out on the water is all about pleasure, and
the marina must make life as easy as possible for
the boat owners who use the facility, whatever
they may need, Harbour Village is standing by
ready to facilitate”
“A team of experts can make boating a hassle
free and cost effective proposition”
Attraction
5. Yacht and boat management service
Rationale
A boat or yacht requires maintenance and a range of
Supporting services to maintain their seaworthiness
and legality. Subsequently as a pleasure craft
increases in size so do the support requirements.
Not all pleasure craft owners have the time or
knowledge to do this effectively, and the condition and
value of the vessel can be reduced drastically
The Harbour Village yacht and boat management
service makes pleasure craft ownership a hassle and
stress free
Proposition, providing the following services;
 Scheduled maintenance
 Crewing and crew HR management
 Safety and marine authority compliance
 Provisioning
 Surveying
 Insurance
 Brokerage
 Charter marketing and charter operations
management
Having a pleasure craft managed professionally gives
owners great peace of mind, and increases the
professional standing of Harbour Village in the wider
boating and yachting community.
“Mr Reynolds is a condo owner at Harbour Village
and he is a retiree from Michigan and spends six
months a year at this great development. His pride
and joy is „Sundowner‟ a 15 meter Bavaria sailing
yacht, and the Harbour Village yacht and boat
management service makes ownership such a
pleasure”
 When he wants to use his yacht he finds it in
perfect condition, cleaned inside and out with
all systems operational.
 The management team has Sundowner
fuelled up, and the galley stocked with Mr.
Reynolds favourite provisions - that he
ordered so simply online using the Harbour
Village boat owner portal, he can even check
what maintenance has been done onboard.
 Sundowner has earned $37‟000 in
charter revenue this year.

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HARBOUR VILLAGE – HYPOTHETICAL COMMERCIAL DEFINTION OF THE CHUMPHON
MARINA DEVLOPMENT
KEY ATTRACTIONS
“Your investment is in safe hands”
“A team of experts executing due diligence on
your behalf is the true definition of peace of mind”
7. Helicopter landing facility and shuttle
Attraction
6. Property management service
Rationale
Condo and villa owners may not live fulltime at
Harbour Village, and some may have invested on a
speculative basis individually as part of their property
portfolio or could be institutional investors.
It critical the owner‟s investment is managed and
maintained professionally and they can generate rental
incomes. The property management service will
provide the following services;
Marketing of rental properties
Vetting of tenants
Property legal services and agreement drafting
Brokerage of property
Maintenance and concierge services
The Harbour Village property management service
also provides conveniences for residents who live at
the development full time.
 Domestic help
Ms Chopra is a Fund Manager for a Mumbai based
REIT that owns 22 properties in Harbour Village.
“Mital Investco have recognized the marina
residential development sector as a growth area,
and our initial off plan investment is looking
healthy with rental incomes equivalent to 10% of
the property market value - The Harbour Village
property management team have done an
excellent job of marketing our portfolio, and their
strategic partnership with real estate powerhouse
Knight Frank has proved to be a winning formula”
Some Super yachts are equipped with helicopters, and
they can be used to shuttle guests to shore, crew
transfer and even to pick up provisions - Yachts on the
largest scale, as in over 100 meters will likely anchor
offshore and a helipad is a crucial facility. The
helicopter facility can also act as fuel station, because
yachts are limited to the amount of jet A1 they can
carry.
 Harbour Village is only 15 kilometres from
Chumphon airport, and a helicopter shuttle will
have visitors and
 Resident‟s onsite in under 10 minutes offering
great convenience.

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HARBOUR VILLAGE – HYPOTHETICAL COMMERCIAL DEFINTION OF THE CHUMPHON
MARINA DEVLOPMENT
KEY ATTRACTIONS
“A marina has to have an annual headline event, either a
boat show like FLIBS „Fort Lauderdale Boat Show‟
pictured above or a regatta. These marine leisure
industry centric events add huge value to a development
and the boating industry as a whole in a region,
attracting visitors and focusing the attention of the yacht
industry on a particular marina.
FLIBS is the world‟s largest boat show and injects a
staggering $531 million usd into South Florida's
economy over the course of the 3 day event.”
“Boating is an excellent way for families and friends to
spend quality time together and make great memories.
A marina must engage in a range of activities and
initiatives to effectively encourage and „grow boating‟
creating not only a Harbour Village boating community,
but a wider Harbour Village boating family”
Attraction
8. Harbour Village events and
community
Rationale
One of the core missions for Harbour Village, is to
grow boating in the region and get people out on
the water using the development as a jumping off
point for
marine leisure activities; this is a community
where the fun activities never stop and a resident
or visitor can find something to do that suits their
tastes every day of the week. This will be ensured
by having regular events to suit all ages;
 Regattas
 Power boat racing
 Harbour Village sea cubs kids club
 The Harbour Village festival of boating
showcase
 Yacht owner Rendezvous
 Recreational boat owner rallies
 Recreational boat owner education
classes
 Charity events
 Weekly markets
 Special interest clubs
 Regular competitions
 Interactive retail experiences
Mr. and Mrs. Richards, originally from Perth,
Western Australia are full time residents of
Harbour Village and live with their two children,
12 year old twins Tom and Sally who attend
Theodore International School that is a 20 minute
drive away. Mrs. Richards said;
“Harbour Village has it all, you can unwind on
the patio with a glass of wine at the end of the
day because the development has a great
service where they pick the kids up from
school, who then go straight to some of the
fantastic activities scheduled for the kids of
Harbour Village.
Sally has recently joined a yoga workshop
and Tom is really getting stuck into cooking
with classes held by one of the
developments Restaurant owners.
For me personally, being a boating
enthusiast, my weekly highlight is
Thursday‟s „know boating‟ club, me and my
Husband Mick can spend quality time
learning boating tips and mix with like
minded people, we even go out on group

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Rationale
A development like Harbour Village is great
location for large events, which will utilize and
create a steady customer base for the hotel
Business operating from the marina.
A MICE space will be a point of attraction for the
following markets;
 Corporate events and conferences
 Corporate team building
 Trade and industry shows
 Concerts
 Weddings
 Personal celebrations
In addition to the markets indicated above, a
MICE space also has these benefits for the
development;
 Increase in pedestrian footfall and facility
usage, thus giving retail tenants an
incentive to rent units.
 Opportunity to market short term villa and
condo rentals.
 Opportunity to market yacht charters
 Opportunity to profit from corporate
sponsorship of large events
 Opportunity to create an operational
subdivision that provides logistic support
for large events
 Greater recognition of the „Harbour
Village‟ brand
MARINA DEVLOPMENT
KEY ATTRACTIONS
“The Average wedding can cost in the region of $26‟000
usd but when the happy couple want to really push the
boat out, the sky's the limit”
10. Duty free shopping
Attraction
9. Harbour Village MICE space,
Meetings, Incentives,
Conventions and
events/exhibitions
This will be a great retail boost that will hopefully
Attract the interest of cruise ship operators who
will be the intended market of proposed future
offshore mooring dolphins. In the initial phases of
development, duty free status will still act as a
point of added attraction for visitors.

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MARINA DEVLOPMENT
GENERALTARGET MARKETS
This section is a brief indication of the target markets for Harbour Village, and fully comprehensive marketing
plan will be created, on the back of in-depth research by the Commercial Development department and will have
the following focuses;
1. SWOT analysis - Strengths, weaknesses, opportunities and threats of the existing and proposed
marina developments in Thailand.
2. SWOT analysis - Strengths, weaknesses, opportunities and threats of the existing and proposed
marina developments in the region
3. SWOT analysis of any operational commercial model selected for Chumphon marina development
4. Acquisition of local, national, regional and global data pertaining to the lifestyles of target markets
The focuses above will be for the execution of the objectives below;
1. To finalize the brand image carved from a general consensus of the developments core values
2. The identification of the primary target market for specific Harbour Village commercial offerings
3. The identification of the secondary, tertiary and residual target market identification for specific
Harbour Village commercial offerings
4. The identification and planning of the methods and sources to connect and engage with target markets
GENERAL TARGET MARKETS – PSYCHOGRAPHICS
Behaviour Values Interests/Lifestyle
1. Understands and is happy with
the concept that quality comes
with a price
2. Deliberates and assesses a
product or service before
purchase
3. Endorses a product that meets
their standards and
communicates that approval via
their social network
4. Very loyal to brands, that make
an effort to recognize their
individuality and in a way treats
them as clients rather than
customers. A hot dog stand has
customers, but a tailor has
“clients” a deeper connection
and interaction is expected from
the brand
5. He or she wants to feel
special
 Consistency
 Quality over quantity
 Individuality
 Uniquity of experience
 Exclusivity
 Community spirit.
 Personal standing in a
community
 Inclusivity of a
community
Interests
1. Travel and new cultures
2. Sailing
3. Power boating
4. Diving
5. Fishing
6. Water Sports activities
7. Nature and wildlife
8. Fine dining
9. Wine
10. The visual arts
Lifestyle
1. Cosmopolitan
2. Active retiree
3. Business orientated
4. Sporty and health conscious
5. Bohemian

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GENERAL TARGET MARKETS – SOCIO ECONOMIC AND GEOGRAPHIC
Socio Economic Geographic
Demographics
● Young professionals in a high income
bracket
● Middle aged professionals in a high income
bracket
● Nuclear families with either one or both
parents classed as working professionals in
a high income bracket
● Semi-retired
● Early retiree‟s
● Retiree‟s
● HNWI‟s
● Very HNWI‟s
● UHNWI‟S
● Very UHNWI‟s
Employment
● Self employed
● Media and publishing
● Finance and banking
● Insurance and accounting.
● Design
● Sales and Marketing
● Legal practitioners
● Medical practitioners
● Professional sportspersons
● Professional musicians
● IT and software
● Managerial level
● Directorial level
Primary
1. Norway
2. Sweden
3. Finland
4. Thailand
5. China
6. Hong Kong
7. Japan
8. Russia
9. Singapore
10. South Korea
11. Taiwan
12. India
13. Australia and New Zealand
14. United States and Canada
15. Germany
16. Italy
17. Holland
18. Portugal
19. Republic of Ireland
20. Switzerland
21. France and Belgium
22. Arab states
23. Israel
24. United Kingdom
25. Southern and Central America
26. Republic of South Africa
27. Nigeria
Note: The above are listed owing to the following criteria;
a. Solid or expanding middle class
b. Above average annual earnings
c. High concentration of HNWI and UHNWI demographic
d. Wealth disparity
e. Favourable distance and short flight time
By general consensus of the Commercial Development department,
10 locations will be chosen as a primary priority and focused upon
and moving on from there with other target locations.

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MARINA DEVLOPMENT
SPECIFIC TARGET MARKETS – MARINA
Harbour Village, will contain many commercial features that will have differing target markets, but the
specific targets indicate below will be guideline for the developments focus.
Specific Market Marketing focus
1. Luxury yacht owners sail and motor 20 meters plus, conduits;
a. Yacht managers
b. Luxury yachting publications
c. Yacht brokerages
d. Charter brokerages
45%
2. Owner/operator of sail and motor yachts 10 - 20 meters 20%
3. Owner operator of sail and motor yachts under 10 meters including
PWC.
15%
4. Luxury yacht refit 20%
SPECIFIC TARGET MARKETS – CONDO AND VILLAS
Offering Target Market Marketing Focus
Villas hillside UHNWI 70%
HNWI 30%
Villas marina view UHNWI 50%
HNWI 50%
Villas sea view UHNWI 60%
HNWI 40%
Condo marina view UHNWI 10%
HNWI 90%
Condo sea view UHNWI 50%
HNWI 50%

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THE SYS CONSULTING TEAM
MISSION STAMENT FORM THE PROJECT CO-ORDINATOR
“This project represents a landmark in the evolution of Yacht Solutions business. Over the last 15 years,
we have gone from strength to strength covering every facet of the luxury yacht industry.
Our team of dedicated marine industry experts has grown and matured, with such a degree of knowledge
and professional respect in the yacht industry, that expanding into marina consultancy and development is
a logical way forward. This is an industry that we know well; and is also an industry that knows us well.
SYS Consulting is prepared to meet the challenges of this project, exceeding expectations of the
development owners and principle investors. The Chumphon Marina development will be our next
challenge.”
Gareth Twist – Project Co-ordinator SYS Consulting

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ORGANIZATIONAL STRUCTURE AND OPERATIONAL DEPARMENTS
OPERATIONAL DEPARTMENTS
Executive Committee
Legal
Project Management
Finance
Construction
Administration
Commercial Development
CSR

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SYS CONSULTING OPERATIONAL DEPARTMENTS AND RESPONSIBILITIES
Department
Executive committee
Head of Department
Project Co-ordinator
Gareth Twist
Subordinates
Members
General Manager Chief
Counsel
Project appointed
Accountant Project
Manager
Thai Project Manager -
Business Development
Manager Andrew Davies
Finance & Accounting
Manager Office &
Administration Manager
Construction Manager
Manager CSR Manager
Department
Responsibilities
1. The efficient
planning and execution
of phase 1, 2 & 3
2. To act in the best
interests of the
development owners
and investors
3. To identify and mitigate
for any issues that may
arise delaying the
execution of the
Chumphon Marina
development
4. Direct liaison and
communication with the
development owners
and investors
5. Final budgetary
approval
Legal Chief Counsel Community &
Government liaison
o
f
f
i
c
e
r
-
J
a
n
e
t
D
e
k
n
e
t
a
l
1. Addressing and managing
all legal matters related to
the Chumphon Marina
development
2. To act in the best interests
of the development
owners and investors
ensuring the avoidance of
litigious action
3. Execute or delegate tasks
relating to due diligence
4. To ensure all required
permits and licenses are
applied for, received and
applicable for intended
purpose
5. To ensure 100% legal
compliance with Thai law
6. Drafting all contracts in
the best interests of the
development owners,
investors and SYS
consulting

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ORGANIZATIONAL STRUCTURE AND OPERATIONAL DEPARTMENTS
SYS CONSULTING OPERATIONAL DEPARTMENTS AND RESPONSIBILITIES
Department
Project Management
Head of Department
Project Manager
Subordinates
Members
Manager Andrew Davies
Thai project Manager
Finance & Accounting
Manager Office &
Manager
CSR Manager
Department
Responsibilities
1. The efficient planning and
execution of all aspects of
the Chumphon Marina
Development
2. The appointment and
auditing of objective
deadlines
3. Delegation and
management of
tasks/actions
4. To indicate and ascertain
all points of due diligence
5. To ensure all licenses and
permits are held
6. To act in the best interests
of the development owners
and investors
7. Operational efficiency
benchmarking
8. Crisis management
9. Budget allocation and audit
working directly with the
head of the Finance
department
10. Key staff recruitment
Executive Committee
11. To form clear lines of
communication between all
departments and the
projects co-ordinator
Gareth Twist and General
Manager Rob Taylor
Department
Finance
Head of Department
Finance Accounting
Manager
Subordinates
Members
Project appointed
Accountant Executive
Assistant
Department
Responsibilities
1. The management and
execution of all financial
and accounting aspects of
the Chumphon Marina
Development
2. Allocation and auditing of
all departmental budgets.
3. Tax planning
4. Banking arrangements.
5. Accounts receivable and
account payable
6. Payroll for all directly
employed SYS
7. Consulting staff specific to
the Chumphon Marina
Development
8. Cost reduction on efficiency
or outcome quality of the
Chumphon Marina
development

19
Department
Administration
Subordinates
Members
HR Manager
Office and administration
team 1
Project research team 1
Department
Responsibilities
execution of all
administration aspects of
the Chumphon Marina
Development
2. Allocation and auditing of
all departmental budgets
3. Internal and external
communication
4. IT requirements for all
departments
5. Record keeping
6. Recruitment and
management of staffing
7. Organization of payroll
8. Management of cross
department staffing
requests I.E utilization of
project research team 1
9. Staff housing and
transportation
requirements
10. Departmental budgetary
Management
Head of Department
Office and
Administration
Manager
Department
Construction
Subordinates
Members
Chief Architect
Civil Engineering
consultant Marine
Engineering Consultant
Master Planner
Facilities & logistics
Manager Site security
team 1
Vehicle and plant
Supervisor Construction
Foreman
Site Storekeeper
Site Safety & Welfare
Officer Construction team
1
Department
Responsibilities
execution of all
construction aspects of
the Chumphon Marina
development
2. Delegation and
management of
tasks/actions pertaining to
department
3. Appointing and auditing of
objective deadlines.
4. Environmental
compliance
5. Indicate and ascertain all
points of due diligence
relating to all construction
aspects of the Chumphon
Marina Development
6. To ensure all licenses and
permits related to
construction tasks are in
hand and fit for intended
purpose
7. Physical security of the
site and management of
all plant and equipment
8. Occupational health and
safety
Executive Committee
management
Head of Department
(Marine Tek)

20
Department
CSR
Subordinates
Members
HR Manager
Public Relations & Press
Officer
Department
Responsibilities
1. Drafting of CSR policy
2. To ensure all CSR policy
encourages a positive
image of SYS Consulting
and the development
owners and investors for
the intention of excellent
community relations
Head of Department
Corporate Social
Responsibility
Manager
Department
Commercial
Development
Subordinates
Members
Real Estate Development
Consultant
Retail Development
Consultant Brand
Development
Consultant Sales &
Marketing Manager
Investor Relations
Manager Digital Media
Associate
Public Relations & Press
Manager Sales team 1
real estate
Sales team 1 retail &
commercial
Development
Researcher
Department
Responsibilities
execution of all
commercial development
aspects of the Chumphon
Marina development
2. Management of
tasks/actions pertaining to
department
3. Appointing and auditing of
objective deadlines
4. Business planning
5. SWOT analysis of
Business plans
6. Business Development
7. Marketing planning and
tracking of marketing
performance
8. Sales strategy
9. PR and press strategy
10. Investor relations
11. Implementation and
tracking of sales
performance
Executive Committee
management
Head of Department
Commercial
Development
Manager
Department
Marina Consultancy
Subordinates
Members
No subordinate will work
directly with the
Executive Committee via
the Project Management
Department.
Department
Responsibilities
1. To utilize prior
experience of
constructing and
managing Yacht Haven
Marina in Phuket, to
advise SYS Consulting
on the most efficient
means to proceed with
the Chumphon Marina
development in all
operational departments
Head of Department
Marina Operations
Special Consultant
Nick Wyatt

21
SYS CONSULTING OPERATIONAL DEPARTMENTS
THIRD PART CONTRACTORS
Discipline and
Specialization
Reports to Department Company Name Appointed Representative
Name
Construction
 Retail Development
Consultant
 Real Estate
Development
Consultant
Discipline and
Specialization
Reports to Department Company Name Appointed Representative
Name
Construction
CSR
Finance
 Marina Design Architect
 Architect
 Quantity Surveyor
 Landscape Architect
 Interior Designer
 Visual Impact Assessment
 Structural, Civil Marine
Engineers
 Terrestrial and Hydrographic
Surveyors
 Geotechnical Surveyors
 Hydraulic Engineer
 Mechanical Engineer
 Electrical Engineer
 Wave Climate and
Navigation Consultant
 Environmental Scientist
 Traffic and Accessibility
Consultant
 Building Code Compliance
 Brand Development
Consultant Quantity
Surveyor
 Public Relations
Consultancy Interior
Designer
 Social Media Marketing
Consultancy
 Corporate Social
Responsibility Policy
Consultant
 Thai Cultural Sensitivity
Advisor
 Investment Structuring
Consultant
 Tax Sheltering Consultant
 Business Analysis

22
TASKS AND ACTIONS TO BE EXECUTED
MANAGEMENT FRAMEWORK - STRUCTURE
For phase 1 and all subsequent phases of the Chumphon Marina development project, SYS consulting will utilize
the framework indicated below to identify, delegate, prioritize and manage all tasks and action required to be
executed.
Process of task and action identification, delegation and prioritization
1. Primary listing of tasks and actions for all operational departments compiled by the Project Management
department.
2. Review of the primary list of tasks and actions by the Project Co-ordinator Gareth Twist, General
Manager Rob Taylor, Project Manager and Marina Operations Special Consultant Nick Wyatt.
3. Calling of meeting with the head of an operational department, chaired by the Project Co-ordinator,
co-chaired by the General Manager and Project Manager in tandem, with the persons below also in
attendance;
 Finance and Accounting Manager
 Business Development Manager Andrew Davies
 Any necessary subordinates of the department head
 Other operational department heads if said department is required for a task or action, or a situation of
cross purposes arises
 Chief Counsel if required
 Development owner or investor representative if required
 Community and Government Relations Officer if required
 Minutes taken by a member of the Office Administration team 1
At this meeting, the department head will present the following information;
1. Persons from their operational department responsible for the execution of any listed task or action
2. Indication of any other operational departments that will be involved in the execution of a particular task or
action
3. Initial indication if the task or action is singular/isolated or requires multiple tasks and actions to be
executed
4. Specific categorization of the task or action
5. Any supporting data or documents related to the task or action
6. Their initial priority categorization of the task or actions priority and the objective deadline
7. Their initial indication of the resources required and expected costs
8. Their initial indication of the expected challenges of a particular task or action and the proposed
mitigating actions

23
Process of task and action identification, delegation and prioritization - continued
From the meeting indicated in point 3 on the previous page, discussion will occur on the facts presented by
the department head to the Executive Committee, with the expected outcomes of general consensus that
are listed below;
1. Confirmation if the initial indication of the task or action being singular/isolated or requires multiple
tasks and actions to be executed
2. Confirmation of the initial priority categorization of the task or actions and the objective deadline
3. Confirmation of the initial indication of expected challenges of a particular task or action
and the proposed mitigating actions
4. Confirmation of expected costs duly noted by the Finance and Accounting Manager
5. The presented and accumulated listed tasks or actions are to signed off by the following persons;
 Department head
 Any other co-operative department heads
 Finance and Accounting Manager
 Chief Counsel if required
6. The accumulated listed tasks or actions are signed off by the Project Co-ordinator as an
executive mandated order or the General Manager signing on his behalf
7. The Executive Committee shall highlight critical tasks or actions presented by the department head
that require immediate alert of all or specific SYC Consulting department heads
8. Any points of interest noted by the assembled persons of the Executive Committee are to be noted
and scheduled as agendas for ongoing meetings
9. Meeting to be scheduled for progress review of tasks or actions with objective deadlines due
during the calendar month, ideally set 30 days after the initial meeting
10. Minutes of the meeting to be recorded and distributed internally via email to all person
present, and copies sent to the development owners or principle if so required or deemed
necessary
Departmental tasks and actions list example
Action/ Task
Ref:
Responsible
Person
Department Category of
Task
Deadline Priority Level
Resources Challenges Completion Task/Action
Group or Master
Task
Costs Sign Off
Total Cost Date

24
Task and action management framework - Reporting and scheduled meetings
For phase 1 and all subsequent phases of the Chumphon Marina development project, SYS consulting will
utilize the indicated reporting structure in this section, for the following purposes;
1. Tracking objective deadlines
2. Tracking operational efficiency
3. Indication of factors that have a caused objective deadlines not be met and investigate
means to mitigate said occurrences in the future
4. To foresee, mitigate and plan for any circumstances that may hinder this project;
 Operations
 Financial
 Legalities and due diligence
5. The compiling of performance date to be presented to the development owners and principal investors
SCHEDULED MEETINGS
Persons/Dep Concerned
(Internal/External)
Agenda
General Progress Reporting
Frequency Face to Face
Meeting
Report Submission
Chair: Project Co-ordinator
Attending:
General Manager
Project Manager Business
Development Manager
Manager
Special Consultants if
needed Chief Counsel
Finance and Accounting
Manager
Project appointed
Accountant Development
owners or principal
investors
 General project
progress and any
pertinent issues
 Budget
 Objective deadlines
met
 Submission of the
development owners
and principal investors‟
concerns, questions or
executive order for
specific action
Fortnightly (As and when
required)
Bullet pointed progress
report pertaining to,
pertinent issues and
summarization of monthly
costs
Internal
Chair: Project
Coordinator
Attending: GM & whole
SYS consulting team
Motivational
 General team
motivation and project
bench marking
Monthly N/A
Internal
Chair: Project Coordinator
Attending: GM &
Executive Committee
Progress
 General project
progress and any
pertinent issues.
Weekly Minutes to be recorded and
compiled as agendas.

25
SCHEDULED MEETINGS
Persons/Dep Concerned
(Internal/External)
Agenda
Departmental Update
Frequency Face to Face
Meeting
Report Submission
Internal
Chair: Project
Manager Project
Coordinator
Attending: GM
Specific operational
department heads
 General project
progress and any
pertinent issues
Monthly/Weekly (As and
when required)
Minutes to be recorded and
compiled as agendas for
next scheduled meeting
Summarized monthly
report to be on hand for
said meeting
Internal
Chair Project Co-ordinator
Attending: GM & Executive
Committee
Monthly progress
 General project
progress and any
pertinent issues
 Budget
 Additional staffing
requirements
Monthly Department heads to
submit a monthly
summarized report
indicating;
1. Objective headlines
met
overrun
3. Objective deadlines set
for the next calendar
month
4. Summarization of
departmental costs
Internal
Chair: Financial and
Accounting Manager
Attending:
Project appointed
accountant Project Co-
ordinator/GM & Executive
Committee
Finance overview
 Budgetary review.
 Departmental requests
for budget increase
and presentation of
case for increase
 Explanation of
unexpected costs
Monthly Financial and Accounting
Manager to present a
summarization of
departments budgets,
specifically indicating;
1. Overspends
Internal /
Interdepartmental
Chair: Department
heads
Attending: Department
subordinates
Interdepartmental
progress
 General project
progress and any
pertinent issues
 Budget
 Requests for funding
 Staffing requests
Monthly Weekly Department subordinates
to submit a summarized
report indicating;
met
overrun
3. Objective deadlines set
for the next calendar
month
Minutes to be recorded as
agendas if applicable

26
TASKS AND ACTIONS DELAGATION MASTER LIST
Master list key:
Department Category Status
Executive
Committee
EXC Due Diligence DD Completed COM
Project
Management
PM Operations OP In Progress IP
Commercial
Development
CD Not Started NS
Construction CON
Legal LE
Finance FA
Administration AD
CSR CS
Tasks and actions department delegation master list reference relationship to gantt chart
Tasks and actions indicated on the master list may require a series of subcomponent actions to
necessitate execution, in such an instance the Task/Action references document will relate to the
gantt chart and all department task and action lists as follows;
Master Reference Additional Action on Gant Chart
Reference
Final Reference
EXC-001DD  Examine and draft contracts
on general consensus or
agreed terms by all parties
EXC-001DD01
Department &
Responsible
Person/Persons
Task/Action REF: Category Priority Level Deadline Status
Executive Committee
Project Co-ordinator.
General Manager.
Chief Counsel.
Project appointed Lawyer.
Developers and principal
investors.
1. Agreement with
developers and principal
investors to proceed as
development
consultants for the
Chumphon Marina
project, phase 1, 2, and
3.
EXC-001DD
DD 1 24/10/16 IP
1. Ascertain precise
acreage to be
developed.
2. Clarification of land
ownership and clear
titles not held to any
claims or subject to any
legal proceedings
requiring forfeiture.
EXC-002DD
EXC-003DD
DD 1 17/11/16
IP

27
Department &
Responsible
Person/Persons
Task/Action REF: Category Priority
Level
Deadline Status
Executive Committee
Chief Counsel.
General Manager.
Chief Counsel.
 Call general meeting to
ascertain the exact
requirements for site
surveying.
1. Permits required.
2. Ascertain specific land
usage prohibitions.
3. Local community liaison if
required.
4. Costs
EXC-004OP
OP 1 24/10/16 NS
General Manager
Manager
Nick Wyatt
 Implement process
of site survey(known
current site area)
1. Bore test
2. Hydrographic survey
3. Topographic survey
4. Boundary marking
5. Accessibility of site
6. Utilities
7. Dredging survey
EXC-005OP
OP 1 01/11/16 NS
Executive Committee
Project Co-ordinator..
Manager
Nick Wyatt
 Start process to
ascertain and acquire
permits required for
phase 1;
1. Dredging
2. Ground breaking
3. Waste disposal
4. Labour
5. Aviation
EXC-006DD
DD 1 25/10/16 NS
General Manager.
Manager.
 Call meeting to ascertain
and implement the
recruitment of key
staff/contractors;
1. Administration
2. Commercial development
3. Government and
Community liaison Officer
4. Project Managers
5. Development consultants
6. Finance and Accounting
Manager (Interim: project
appointed accountant)
EXC-007OP
OP 1 25/10/16 IP

28
Department &
Responsible
Person/Persons
Executive Committee
General Manager
Administration interim
Project appointed lawyer
Manager
 Finalize and offer terms of
employment/contract for
the following posts;
Manager. (Interim in place)
2. Commercial Development
Manager.
3. Officer and Administration
Manager. (Interim team in
place)
4. Community and Government
liaison Officer (primary
selection made)
5. Project Manager
6. Thai project Manager.
7. Development Consultants.
8. CSR Manager.
EXC-008OP
1 OP 17/11/16 IP
Manager
Community and
Government liaison officer
 Implement and finalize
process of community
outreach and liaison;
1. Identify local community
leader
2. Ascertain concerns.
3. Draft presentation to be
presented at a scheduled
general community meeting
EXC-09DD
DD 1 7/11/16 NS
Executive Committee
Manager
Project appointed Lawyer
Nick Wyatt
 Call general meeting to
ascertain the exact
requirements for site
surveying.
1. Permits required
2. Ascertain specific land usage
prohibitions
3. Local community liaison if
required
4. Costs
EXC-010OP
OP 1 24/10/16 NS
General Manager.
Manager. Chief Counsel.
Nick Wyatt.
1. Implement the process of
applying for the EIA,
environmental impact
assessment specific for a 50 -
60 berth marina
(Contact 3 Decades Co Ltd.)
EXC-011DD
DD 1 24/11/16 NS
General Manager.
Manager.
 Call meeting to
ascertain and
implement the
recruitment of key
staff/contractors;
1. Administration.
2. Commercial development
3. Government and
Community liaison
Officer
4. Project Managers
5. Development consultants
Manager (Interim: project
appointed accountant)
EXC-012OP
OP 1 25/10/16 NS
Executive Committee
General Manager
Project appointed lawyer
 Finalize and offer terms of
employment/contract for
the following posts;
Manager. (Interim in place)
OP 1 17/11/16 NS

29
Manager
2. Commercial Development
Manager
3. Officer and Administration
Manager. (Interim team in
place)
4. Community and Government
liaison Officer (primary
selection made)
5. Project Manager
6. Thai project Manager
7. Development Consultants
8. CSR Manager.
EXC-0013OP
Manager
Community and
Government liaison officer
 Implement and finalize
process of community
outreach and liaison;
1. Identify local community
leader
2. Ascertain concerns.
3. Draft presentation to be
presented at a scheduled
general community meeting
EXC-014DD
DD 1 17/11/16 NS
Executive Committee
General Manager.
Administration interim.
Project appointed lawyer.
Manager
 Call meeting to ascertain
approximate budgetary
requirements for phase 1
all departments. (Interim
budget in place)
EXC-015OP
OP 1 17/11/16 NS
General Manager
Project appointed
Accountant
Finance interim
Development owners and
principal investors
 All Finance and Accounting
administration in place;
1. Funds in place from
developers and principal
investors
2. Process of funds
authorization in place
3. Banking (seek good interest
rate)
4. Payroll
5. Tax administration
EXC-0016OP
DD 1 17/11/16 NS
Executive Committee
General Manager
Project Manager
Thai Project Manager
Manager
Manager
CSR Manager
Chief Counsel. Business
Development Manager
 Executive order, all
departmental heads to have
reviewed
preliminary/master tasks
and actions list and specific
operational requirements or
amendments to be inserted
then redrafted as a
document master list for
said department.
Referencing the following;
1. The recruitment of key staff
for operational department.
2. Administration requirements
3. Budget
4. Equipment and supplies
5. Feasibility of objective
timelines
EXC-017OP
OP 1 23/11/16 NS
Executive Committee
General Manager.
Project Manager.
Thai Project Manager.
Manager.
Manager.
Administration Manager.
 First monthly general
meeting chaired by Project
Co-ordinator, agenda;
1. General project progress.
2. General address by project
Co-ordinator
3. Departmental heads present
their action for the next month
4. Departmental present
amended task and actions
DD 1 17/11/16 NS

30
CSR Manager.
Chief Counsel. Business
Development Manager.
master lists for department.
5. Departmental heads to
indicate any obstacles to
progress relating to their
department and the effect on
the project as a whole, and
through general consensus
seek actions of mitigation
EXC-018OP
General Manager.
Manager.
Manager.
Manager.
Construction Manager. Nick
Wyatt
 Finalization and presentation
of preliminary Business
planning to the development
owners and principal
investors.
EXC-019OP
OP 1 23/11/16 NS
Department &
Responsible
Person/Persons
Executive Committee
General Manager
Chief Counsel
Government and
Community liaison officer
 Create a framework for the
acquisition of land desired
for the development that is
held by sitting tenants
Referencing;
1. Approximate land value
2. Structure of offer and counter
offer management
3. Due diligence of tenants
ownership of any land
EXC-020OP
DD 1 17/11/16 NS
CSR Manager
Community and
Government liaison
Officer
 Complete a community
impact assessment for the
development.
EXC-021DP
DD 1 05/12/16 NS
Chief Counsel. Government
and Community liaison
officer.
 Create crisis
management framework
EXC-022OP
OP 1 17/11/16 NS
Administration
Office and Administration
Manager
Project Manager
 All administrative support
for departments
ascertained and executed;
1. Workspace/accommodation
2. Staffing requirements
3. Equipment and supplies
AD-001OP
OP 1 05/12/16 NS
Construction
Project Manager
Nick Wyatt
1. Commence dredging
operations
CON-001OP
OP 1 TBC NS
Project Manager
Nick Wyatt
2. Finalize site master planning.
CON-002OP
OP 1 05/12/16 NS
Project Manager
Thai Project Manager. Nick
Wyatt
3. Finalize Marina berth
configuration
CON-003OP
OP 1 01/12/16 NS
Construction
Project Manager
Nick Wyatt
Chief Architect
 Chief Architect to present
proposal drawings for site
building;
1. Residential
2. Retail
3. Features/Attractions
OP 1 05/12/16 NS

31
4. Overview of whole
development.
CON-004OP
Project Manager
Nick Wyatt
Chief Architect. Project Co-
ordinator Brand Manager
 Present Architectural
rendering to the developers
and principle developers and
finalize designs
CON-OP005OP
OP 1 02/01/17 NS
Department &
Responsible
Person/Persons
 Task/Action REF: Category Priority Level Deadline Status
Manager
General Manager
Manager
 Instigate process of
the branding of the
development.
Objective;
1. Creation of a
shortlist of 5
branding
options
2. Logo
3. Development name.
CD-001OP
OP 1 21/10/16 IP
Manager.
General Manager
Manager
 General consensus on the
development branding
presentation to
development owners and
principal investors
CD-002OP
OP 1 17/10/16 NS
Manager
Manager
 Instigate process of
research for SWOT
analysis. Focus;
1. The development.
2. Marina Business in
Thailand
3. Marina Business in the
region
4. Most successful
marina Businesses
operating globally
CD-003OP
OP 1 21/10/16 IP
Manager
Manager
 Draft SWOT Analysis report
and present to the
Executive Committee
CD-004OP
OP 1 17/11/16 NS
Manager
Manager
 Seek and recruit a Sales and
Marketing Manager
CD-005OP
OP 1 17/11/16 IP
Manager
Manager
Sales and Marketing
Manager
 Preliminary
Marketing plan
drafted.
CD-006OP
OP 1 25/11/16 NS
Manager
Manager
Sales and Marketing
Manager
 Research and list all
possible target markets
and geographic
locations
CD-007OP
OP 1 14/11/16 IP

32
Manager.
Manager.
 Research and list all possible
strategic partner
.
CD-008OP
OP 1 17/11/16 IP
Manager.
Manager.
Sales and Marketing
Manager
 Finalize shot list of
strategic partners and
present to the Executive
Committee, each selected
partner to have a profile
created, referencing;
1. Social media outreach.
2. Initial concepts of how the
partner can benefit the
development.
3. Initial promotional ideas with
the partner.
4. Goods or services the partner
can provide for the
development.
CD-009OP
OP 1 25/11/16
Manager
Manager
Sales and Marketing
Manager
 Research and list all possible
institutional investors who will
be interested in real estate
offering both residential and
commercial.
CD-010OP
OP 1 02/12/16
Manager
Manager
Sales and Marketing
Manager
 Research and list all
potential retail tenants,
referencing;
1. ownership/parent company
2. Presence in Asia
CD-011OP
OP 1 05/02/16 IP
Manager
Manager
Sales and Marketing
Manager
Brand Consultant
 Show room presentation and
formula finalized
CD-012OP
OP 1 28/11/16 NS
Manager
Manager
Sales and Marketing
Manager
 Initial sales and promotion
prospectus drafted for;
1. Strategic partners
2. General
3. Institutional investors.
CD-013OP
OP 1 05/12/16 NS
Manager
Manager
Sales and Marketing
Manager
 Show room in place and
staffed
CD-014OP
OP 1 10/02/16 IP
Note: The master list is a general guideline and many other tasks will evolve out of the documented list.

33
SUMMARY OF CRITICAL DUE DILLIGENCE WITH CLIENT
1. How much land will be allocated for development?
2. Who does the land belong to?
3. Are land titles in hand and verifiable?
4. Who are the principle investors both silent and active in this project?
5. If there are silent partner who represents them?
6. Who is the designated representative of the client and principle investors?
7. What is the funding arrangement?
SUMMARY OF TASKS AND ACTIONS FOCUS POINTS BY SYS CONSULTING
1. Expected outcomes agreed upon
2. Clear lines of communication with the developer's representative
3. Commercial operational model
4. Area to be developed
5. Land ownership
6. Ethical structure of removing sitting tenants, and a compensatory framework in place
7. Land and seabed title ship information
8. Topographic, hydrographic, and geotechnical surveying
9. Tidal, wave, climate and navigation conditions
10. Environmental impact assessment
11. Funding arrangements
12. Identifying the relevant consent authorities
13. Identify land usage rights and relevant permits of for action.
14. Final design and commercial operation model
15. Building code regulations
16. Occupational health and safety regulations
17. Social and political influences that can affect outcomes, either positively or negatively
18. Supply timelines
19. Construction timelines
20. Permit approval timelines
21. Project feasibility
22. Community our reach
23. Corporate and social responsibility
24. Business planning and ROI study
25. Marketing planning and assumed sales take up times

34
ANNEXE
ORIGINAL VISION BRIEF

38
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Marinetek offers concrete, steel, aluminium and timber pontoons, break waters, floating housing and marina
equipment. Through collaborative partnerships, Marinetek provides its customers expertise and turnkey-services
from design, manufacturing and installation to maintenance and modernization of marinas.
It is not just about size or volume. By listening to our customers’ needs and learning about their culture and values,
the Marinetek team establishes relationships that last a lifetime. Ultimately, our aim is to develop winning solutions for
our customers and to keep our promises.
Operating in 45 and manufacturing in 12 countries Marinetek has delivered more than 2000 marina berth solutions in
48 countries worldwide.

39
ANNEXE
SPECIAL COMMERCIAL CONCEPTS
Listed in this section, is a selection of commercial concepts that can be utilized by the development
for the purposes listed below;
 Promotion
 Marketing
 Revenue generation
Concept
1. Conditional rent free retail leasing
Vacant retail and office units can be offered to
potential tenants on a rent free basis conditional
on the following terms;
a. Tenant pays for service and amenities.
b. Tenant agrees to pay a
percentage of revenue to the
landlord.
In this concept the landlord being Harbour Village
will provide turnkey retail units with a fully
integrated POS system in place.
Rationale
The rationale of this concept is to attract retail
tenants to a development that has no track
record and is in the earliest stages of operation,
subsequently having limited pedestrian footfall.
These factors will deter potential tenants, and
this concept can mitigate them.
The concept could run for one year and
because the landlord has a provided a POS
system revenues from the unit or Business can
be tracked. Terms of 20 - 30% of revenue
could be requested from the tenant.
A conditional rent free lease could benefit the
development, as listed below;
1. Attract major brand names
2. Seek brands that have no Asian
presence and offer them a market
entry solution, but also take an equity
stake in their business or acquired
distribution and franchising rights.

40
Concept
2. Strategic Partnerships
Harbour Village will be a luxury development and
seeking strategic partnerships in Business
sectors, which directly relate to either a facet of
the developments operation or can act as a direct
conduit to a specific target market.
These partners and the development would have
a direct working relationship, and engage in
various targeted marketing activities. Examples of
partnerships and operational relationship;
Partner Relationship
Knight Frank Real
Estate
Real Estate Sales and
Rentals
M-Jets Attracting a HNWI and
UHNWI target market
Rolls Royce as the
developments official
Limousine provider
Attracting a HNWI and
UHNWI target market
Lux Media
Attracting a HNWI and
UHNWI target market
In Asia
Doyle Sails Attracting sailing target
Markets
Rationale
Seeking strategic partnerships, is an excellent
method of promoting the Harbor Village brand and
creating direct routes to reach target markets, via
cross promotion and utilizing the partners
marketing channels, not mention the cache of
brand association.
Features of a partnership could include;
 Reciprocal website links and designation
 as a partner in a partners section
 Inclusion in newsletters
 Communication of a specific promotion via
the partner‟s social media channels
 Discounted or free service/product and
concessions for the partner for the
development. E.G free golf equipment
from Callaway Golf as the developments
driving range official partner
 Cash sponsorship
Example, Air Asia as the developments official
Aviation partner;
The Harbour Village CSR team could instigate a
community outreach program, with the aim of
promoting English language and digital literacy
skills to young people. Said program can then be
Co-branded as “Harbour Village and Air Asia
Initiative. In return the development could request
certain types of promotion from the partner, as the
original program will have PR value for them. The
development could request;
 Editorial of the program included in Air Asia‟s
in-flight magazine
 30 second promotional video to be aired on
the TV‟s at Air Asia‟s executive lounge.
 Heavy social media Instagram feed

41
Concept
3. Divestiture of property titles and merger
into a holding company for an IPO
A block of the real estate units held by developments
parent company, would have the properties
deeds/titles divested and merged into one Thai
Limited holding company, that also has other assets
that are part of the Harbour Village Business
operations for example Yachts for charter, dry stack
storage.
The Thai holding limited company can have in
addition to the above indicated assets a small
diversified portfolio of properties, stocks in public
listed Thai companies, and other interests.
The Thai holding limited company can then be
registered as a foreign subsidiary of a limited
company dedicated to property development in
Asia, and domiciled in either the United Kingdom
or Hong Kong and then listed via public offering
on one of the small capital indexes such as AIM
(Alternative Investment Market) on the LSE or
the Growth Enterprise Market on the SEHK
Hong Kong Stock Exchange.
For the sake of this theoretical concept the
Company will be called “Harbour Marine
Developments PLC”
The developments parent company would be the
majority shareholder of this plc, and the capital
raised can be utilized for further development.
This concept, would be most effective when the
development is operational and earning an
income, because solid financial data like,
revenues, cash flows, EBITDA, debt, like for like
and projected growth figures will be used to value
the Business and thus increase the price of the initial
public offering.
Rationale
This commercial concept can offer the developments
parent company a method of raising capital, and
creation of a dedicated commercial development
operational department, principally concerned with
not only the further development of Harbour Village
but also building a diversified asset portfolio external
of the company's primary Business focus. The
commercial development department could
build assets as listed below;
1. Purchase of land holdings within the district
of development, thus capitalizing on the
increase in land values created by Harbour
Village.
2. Investment in Business operations, that do
not fit within the brand scope of the
development, such as;
a. Fast food outlets
b. Lower end tourist resorts
c. Manufacturing and sales/distribution of
product
Primarily, this concept would be used to seek
Funding for expansion phases 1 and 2, which will
Be explained further in this document. The features
of these phases being;
1. 100+ meter vessel capable offshore mooring
dolphins and passenger shuttle terminal
2. The Harbour Village lifestyle and recreation
pier
The investment prospectus for this concept, could be a
development wish list for the parent company, and would
accrue the following additional benefits;
● The parent company can earn an income not only
from the operations of the facility but profit from the
increased share value created but by said profits
● The small Capital Markets attracts many HNWI
And UHNWI investors, who are a target market of
Harbour Village. And the IPO could attract not only
investors but individuals who may want to purchase
property at the development for personal usage.

42
Concept
4. Construction of a turnkey vacation
club facility for a hotel chain
Many prestigious and well known hotel brands,
such as Marriott and Hyatt operate a vacation
club service which is effectively a time share.
Where, for a subscription fee the customers are
given an allotment of „points‟ which will then be
used to purchase accommodation, at a choice of
vacation club complexes around the globe.
These major hotel Businesses, have invested a great
deal of resources in rebranding and restructuring of
the traditional timeshare concept, which has in
certain parts been subject to controversy.
A major part of the modern success of this concept,
is the range and number of accommodation units
available and very careful due diligence to avoid
oversubscription.
The turnkey facility can be then be leased to the hotel
chain.
5. 100+ meter vessel capable offshore
mooring dolphins and passenger shuttle
terminal - Expansion phase 1
This will be a structure that will allow larger super
yachts over 100 meters, and cruise ships to moor
safely offshore and have features suitable for the
embarkation/disembarkation of passengers, that can
be sent ashore in shuttles operated by the
Development.
Rationale
Marriott Vacation Club, has in the region of 420‟000
members and the core concept of the club is to allow
The customer a higher degree luxury, that would be
0ut of their reach as an individual purchaser.
The development could offer a targeted hotel chain,
special promotional packages that would encourage
vacation club members to visit the Harbour Village
complex and use some of the services and
amenities offered by the development, a package
could include the following;
 Half price golf buggy rental
 Complimentary use of a bicycles
 10% food and beverage discount at the
 Harbour Village restaurants
 10% discount on car rental
 15% discount on tours
This feature will add a very profitable boost to the
development, because it will expand the capability
of the marina and attract the largest yachts giving
them a secure mooring option.
The passenger traffic from cruise ships will give
the development a myriad of revenues streams
and will be an addition unique selling point to any
potential commercial tenant.

43
SPECIAL COMMMERCIAL CONCEPTS
Concept
6. The Harbour Village lifestyle and
recreation pier - Expansion phase 2
This feature will be a multi use 800 meter pier,
consisting of;
 Residential units
 Shopping mall
 Cinema
 Amphitheatre
 Concert hall
 Land mark hotel
 Open green spaces
 Light rail people mover
 Marina expansion capable of accommodating
100+ meter long yachts
“The Harbour Village lifestyle and
recreation pier will be a feature that may
ultimately position the development as one
of the world's greatest marinas”
Rationale
This bold feature, will transform the fortunes of the
development by adding the following;
 Up to 40 additional acres of developable
space
 Up to150 additional berths
 It will allow the largest yachts in the world to
more safely
Within the marine leisure industry, a project of this
magnitude will garner a great deal of publicity that
will in turn benefit the existing offerings of the
development.

44
SYS TEAM CONTACTS
PROJECT COORDINATOR
Gareth Twist
Email: gareth@yachtsolutions.com
Tel: +66 (0) 81-894-4582
GENERAL MANAGER
Rob Taylor
Email: doc@yachtsolutions.com
Tel: +66 (0) 92-752-6214
BUSINESS DEVELOPMENT MANAGER
Andrew Davies
Email: Andrew@yachtsolutions.com
Tel: +66 (0) 99-305-7488
If you have any questions relating to this document please do not hesitate to contact the SYS Consulting
team.
Thank you

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