Bowling City Business Plan with Financials

CONFIDENTIAL
BOWLING CITY
THE HOUSE OF ENTERTAINMENT OFFERING UNBEATABLE
PACKAGES FOR FAMILIES, GROUPS AND INDIVIDUALS AT THE
LOWEST PRICES.
Business Plan
Prepared December 2012
Contact Information
Abrar Hussain Pioneer Vision Group.
gm@bowling-city.com Al- Ain, United Arab Emirates
www.bowling-city.com +971 55 4519181

BOWLING CITY i
CONFIDENTIAL - DO NOT DISSEMINATE. This business plan contains confidential, trade-secret information and is shared only with the
understanding that you will not share its contents or ideas with third parties without the express written consent of the plan author.
Table of Contents
Executive Summary ................................................................................1
Overview .......................................................................................................................................1
Mission ........................................................................................................................................1
Objectives.....................................................................................................................................2
Keys to success............................................................................................................................2
Financial Highlights........................................................................................................................2
Company................................................................................................7
Company Overview.........................................................................................................................7
Company History ...........................................................................................................................7
Management Team........................................................................................................................8
Products and Services ............................................................................9
Current Products and Services........................................................................................................9
Competitors ................................................................................................................................11
Future Products / Promotion Packages..........................................................................................12
Target Market ......................................................................................17
Market Overview..........................................................................................................................17
Market Needs .............................................................................................................................17
Strategy and Implementation ................................................................19
SWOT Analysis ............................................................................................................................19
Marketing Strategy.......................................................................................................................21
Branding .....................................................................................................................................23
Sales Plan / Activities..................................................................................................................24
Financial Plan ......................................................................................25
Sales Forecast ............................................................................................................................25
Budget........................................................................................................................................26
Profit and Loss Statement............................................................................................................28
Personnel Plan ............................................................................................................................30
Appendix..............................................................................................32
Sales Forecast ............................................................................................................................32
Personnel Plan ............................................................................................................................37

BOWLING CITY ii
Budget........................................................................................................................................39
Profit and Loss Statement............................................................................................................41

BOWLING CITY Page 1 of 43
Executive Summary
Overview
Bowling, billiard, computer / network games, play stations and karaoke are all part of entertainment,
and a center with all these tools is definitely a big part of entertainment industry in any city or place.
With a customer base that has diminished over the past few years in the region. Today's senior
citizens were once yesterday's avid bowlers. The lack of innovation and caused the bowling to lose
popularity, but not completely in the region.
There are bowling centers in the region who are doing good. the question is what is it that they are
doing and we are not....? The question is what is different in their centers from ours.........? The
question is why being the biggest in the market is still pushing us down the drain.........? These are the
questions to analyse our current business situation. and then come the the questions of the next
phase...!
how can we get back to the upward stream.........? What do we have to do in order to not just be the
biggest in number of centers but in terms of making money as well.......? The question is how do start
making the same profit from centers which gave birth to a number of other centers...........?
Through a limited and necessary research that i have done, I will plan and implement the right
procedures, tactics and tools to create a truly unique atmosphere, attracting after-school kids looking
for entertainment and a snack, families with young children seeking inexpensive entertainment,
seniors looking for fun activities, and local bowlers seeking league competition in their own
neighborhoods. We will offer family and group rates and theme nights with live music.
This business plan covers the initial analysis of the business, its current situation, our mission / goal
and the ways to achieve it.
Mission
• The mission of Bowling City is to provide the highest form of entertainment initially in all its
centers and then in whole of U.A.E.
• It is to be the most recognizable name in the entertainment businesses.

• It is to offer the best environment with keen customer care at the most attractive &
competitive prices.
• Capture all age groups, families, corporate sector, schools, universities, league players and
walk in customers.
• It is to attain the highest number of members in the least possible time through proper
publicity.
Objectives
• To reduce the effect of fixed costs by generating extra revenue from available fixed cost
assets. For instance sub letting the space not in use, utilizing the screens for advertisements
to take sponsor money etc.
• To try and reach break even by the next 6 months.
• To achieve net income of 10% by the end of the first year.
• To have complete functional and maintained centers as per the quality standards.
• To close non profit centers to utilize the funds to a geographically business friendly locations
for new centers etc.
Keys to success
• Excellence in entertainment.
• Best quality customer services.
• Best rate for all types and numbers of customers, packages for kids, singles, couples, groups,
families and corporates etc.
• Retaining customers through membership plans.
• Aggressive Marketing campaign.
• Event management etc.
Financial Highlights
This section highlights the current financial situation of the business. Be reminder, that the report
could have a margin of roughly around 5 % to be safe, because for two specific branches we took the
averages rather then the exact figures which are not being calculated separately....!

Based on the financial reports of each branch, This report is the real picture of the business's
progress for the year 2012 (i.e. from Jan - Nov 2012). The report is based upon the bowling, billiard,
Karaoke, Network / play station games, food & beverage revenues, costs, and
general expenses respectively. The food & beverage revenues and costs are not included for AUS and
Al dar in this report.
The report also highlights the Gross and Net profit generated by the business in the said time. This
report is distributed into 7 centers that i have bowling lanes in, with their figures for 11 months and
then the overall figures. Following is the center wise break down of the report and the grand totals:

Apart from the financial figures, this section sheds light on the existing and required head count too.
The report also presents the expected maintenance cost along with the budget required for the spare
parts (Only for bowling).
As per the reports sent by Mahmoud which can be in accurate as well....! At this very moment the
required budget to fix all the bowling lanes is around AED 30,000.
This pretty much sums up the highlights of the current business situation.....!

Company
Company Overview
Bowling City is the first name in indoor entertainment, established 20 years ago in the United Arab
Emirates. Its presence spreads from the country's capital Abu Dhabi to Dubai, Sharjah and Al Ain.
Bowling City has the maximum number of branches compered to any competitors in the same
business. So, we feel proud to say that we are the largest provider of bowling lanes and billiard tables
in this diverse market.
Bowling City has something to offer to all age groups & sectors. We have several packages to cater
needs of Families, Corporate Sectors, Schools, Kids, Friendly groups, League players and every day
visitors. In bowling city, Other then the bowling and billiards, we have karaoke cabins for amateur
stars, internet and network games for gaming enthusiasts, touch-screen games, and other electronic
fun.
Company History
Bowling City was formed 20 years ago with a single branch in Mariah Mall Abu Dhabi under the UAE
Economic Development Laws. Over the period of 20 years the business grew from one single branch to
around 7 differnt branches now.
Bowling city was the first company to introduce bowling in this region. Being the first one to bring an
entertainment activity from the outside world, it caught not only the eye of the locals but also of the
people who were aware of such entertainment activities and were waiting for such a center to open.
Mariah out of all our centers has produced the highest amount of revenue and profit and is considered
to be the mother of these entertainment centers. with its achievements the company opened many
branches and closed a few as well. Not just the bowling centers but the company also contributed in
opening up new businesses.
expanding businesses meant more people and more required a proper structure to be managed
effectively, which unfortunately was not existing. That lack has cost the owners in many ways, one of
them being the same mother branch to go in loss. Better late then never, The chairman has finally
taken the initiative to organize and make a firm structure to achieve the best out of all his businesses.
This initiative can bring all businesses back in life, only if it is strictly followed with no exceptions.

Management Team
The dynamic management team members responsible for the design, building, development of
company policy, and hands-on-management of the daily operations are Mr. Nasser Al Sharifi (The
chairman), Mr. Mohammad Sharifi (Head of Administration), Mr. Dayab (Head of Finance) and Dr.
Ibrahim Bash (The group CEO).
In addition, a team-oriented and customer-focused staff of around 70 people will support the
management team to run the business in a strategic fashion, and making sure of the policies and
procedures being followed to improve the business performance.
Bowling City will retain the services of both Internal & external auditors to perform professional
company audits, prepare taxes and payroll, and serve as a business consultant to assist in setting
achievable long-range strategic goals.

Products and Services
Current Products and Services

Competitors
_________________________________________________________________________________
Diamond package: 1900 AED, 3 hrs, Minimum 20 kids, additional 70 AED per person
• Party meal of your own choice (4 seperate meals)
• Party Show of your own choice (choose from 4 different cartoon shows)
• One hours unlimited bowling
• One hour card of arcade games and adventure to action zones
• Party favvors (Invitation card, video coverage, clown appearance & face painting)
• Baloon decoration (Entrance decor, baloon flowers and baloon chairs)
• give away gifts for the kids.
Diamond package is also available in 1200 AED for 3 hrs and 10 kids, additional 110 AED.

_________________________________________________________________________________
Golden package: 1400 AED, 2 hrs, Minimum 20 kids, additional 70 AED per person
• Party meal of your own choice (4 seperate meals)
• Party Show of your own choice (choose from 4 different cartoon shows)
• One hour card of arcade games and adventure to action zones
• Party favvors (Invitation card, video coverage, clown appearance & face painting)
• Baloon decoration (Entrance decor, baloon flowers and baloon chairs)
Golden package is also available in 900 AED for 2 hrs and 10 kids, additional 110 AED.
Future Products / Promotion Packages
Rates & Packages:
No two branches have same rates in our centers. and the rates that we have for all the products have
no variation. Following is how we are going to offer the variations, and the rates can be finalized before
initiating the marketing campaign.
Normal Bowling & billiard Packages:
Our normal bowling rates differ from each other in all of our branches. Which are to be re evaluated as
per the competitors rates in the region and with variations of weekdays and weekends, morning &
evening, Regular and corporate and member ship variations.
Hourly & half hour Bowling & Billiard Packages:
We are not offering hourly or half hour packages in any of our centers. This will be introduced with the
variation in rates for morning and evening. It would also have variations for the weekdays and
weekends along with corporate and regular rates. Also would have variation of membership rates.

Memberships:
There is no concept of membership in any of our centers which would be introduced in 2 variation
Silver:
This member ship will be used to develop the customer database and to produce regular customers.
• The membership would be offered for free.
• It would offer 10% discount to the customers on weekdays with variations of time.
• It would also offer them 10% discount on all bowling city products during week days with time
variations.
• This member ship will offer each member 50 % discount on all products for one day on
bringing another member.
• The validity of the member ship gets void in case the visits are less then 10 times a month.
• The member has to bring his card every time he comes for the staff to update his visit &
spending.
• On spending of over 500 AED, the member gets to take part in the draw to win the weekly or
monthly prizes.
Golden:
The membership is to generate quick revenue and people taking this membership would be regular
themselves.
• The membership is offered for the amount of 150 AED with the validity of 6 months
and renewable.
• The membership offers 10 % discount on all products per person with no variations of
weekdays and weekends, morning & evening, corporate or regular rates.
• These members get to enter the draw every week to win the prizes.
• These members also get 5% discount on the family and corporate buffet packages that we
have.
• The members get 50 % discount for one day on all products on every new member he brings.
• The member has to bring his card every time he comes for us to update his visits
and spending.

Network Games Package:
we need to target the school / university students for this product, make them our silver members and
arrange team competition for them to give them a chances to win extra 10 % discount.
Karaoke Package:
Non of the karaoke rooms are actively working. we need to first fix these room and then revise its
rates with days, time and sector variations.
School Package : 25 dhs per person before 5 p.m.
• 1 bowling game
• 1 Kid's meal combo
Continental Buffet: 50 dhs per person, with discount 40 dhs per person
• Appetizer
• Main course
• Drink
Birthday Package: 60 dhs per child, minimum 15 people, 10 dhs each for additional
games.
Total : 900 dhs
• 1 bowling game
• 1 kid's combo meal
• invitation cards
• Shoe rental
• party decoration
• birthday cake
• birthday song
Corporate Package: 70 dhs per person, no timings, Minimum 15 people.

Total: 1050 dhs
• Continental buffet
• 2 bowling games
___________________________________________________________________________________
Promotions:
Promotions is a tools to attract not just the members but to increase the walk in customers as well. It
could always be changed on any span of time, may that be a week, a month or a quarter.
Initially these are a few promotions that i could come up. They can always be improved, added to and
reduced as well before we finally launch our marketing campaign.
Promotion for League players:
The best promotion for this segment is to have a nine-game league tournament. It could be between
teams created on a number of forums. for instance country based, gender based, city based, age
based or company based etc.
There should be an entry fee for this competition and the winner taken prize worth half the amount of
entries. The event should be launched with complete marketing plan. It should be marketed through all
means i.e. through electronic, radio, internet, print and mobile media platforms. Based on the success
of first event, it could again be launched in all of our big centers where enough people can
be accommodated.
Promotion for members and visitors:
• On a spending of over 100 AED per person, the customers gets a coupon to fill and gets the
chance to participate in a weekly draw to win, a cell phone or ipad or tickets to a theme park
etc.
• On three straight strikes free combo meal for the striker.
• one every second game a discount of 10 % only for visitors and with time, days, and sector
variations.
• Buy 3 games and pay for 2, only in weekdays.

• Buy 3 games and get a discount of 10 % on all days of the week with only membership
variations.
• Every second hour get a discount of 15 % on the next hour.
• 5 % discount for families and senior citizens (Over 50 years of age)
• collaboration with cinema houses to offer 10% discount on all games played during the
weekdays with no time variation.
There are so many more promotions, but they can be regularly changed or edited. To keep the
business innovative and properly marketed is going to make this business successful.

Target Market
Market Overview
Who is our customer:
Being in the business of entertainment, bowling city has a vast range of customers. It covers all age
groups from kids to a senior adult. The market can be distributed into business segments as well. To
find our customers in their relevant segments, we have schools to target the kids. We have colleges
and universities to target adult students, we have regular league players which is the best sector to
capture. we have the corporate sector to capture their employees entertainment needs. and then we
have friendly visiting groups and walk in customers who can be retained through exceptional customer
services and attractive prices.
Market Trends:
All these sectors have specific times of the year for the years when they tend to spend more except
from the professional league players and the visiting / walk in customers.
For instance i the months of exams the student segment from schools to college and universities
might not be enough for us to generate enough revenue. The corporate sector organizes events mainly
by the end of the fiscal year to recognize the stars of the fiscal year.
Only the league players and the visiting customers may not be enough to cover up for our fixed costs
in certain periods of the year. The best approach would be to make the max in the best of times to
cover up for the bad months.
Market Needs
In today's world, people need convenience at the easiest of locations with best quality services and
exceptional rates. The other important factor is the technology that gets used in these sectors. People
who come to spend on entertainment are well aware of the technology these days. So our centers
should have the latest of games, systems and environment that should impress the customers to
come again.
For the league players, we need to be able to technically satisfy there needs, which unfortunately we
are not doing so far. In the best of the bowling centers they have a professional workshop that can

customize the bowling equipment as per their needs. They are also technology freaks, they will not
compromise on any bowling machine failure or screen malfunction or any thing that would cause a
delay in there game. So we need to be on the top to retain these customers which can be a real
helpful mean of income.
Other then bowling we have to look into what convenience are we offering to our customers. for
instance many bowling centers capture the family business by providing entertainment to all family
members. For the men, they have sheesha parlors, Gyms or swimming pools to spend time with their
own friend while keeping close to the family too. for kids they have bowling, billiards, computer games
etc and for the ladies ice cream parlors etc.
We need to analyse what we are providing to all these family members.

Strategy and Implementation
SWOT Analysis
Strengths
The following SWOT analysis captures the key strength and weaknesses within the company, and
describes the opportunities and threats facing Bowling City.
• Presence in 5 states out of 7.
• Already having functional setups.
• Capacity to generate extra revenue through sponsorship and sub lending fixed cost assets.
• Managements initiative to bring change for the betterment of business.
Weeknesses
• The centers not being physically mentained.
• Every center has bowling lane issues.
• Un appropriate staffing.
• Not in a single center every product is working properly.
• C level customer services.
• No organizational structure / Procedures to carry out operations.
• No Marketing, No promotions.
• No sales.
• Lack of publicity material / stationary.
• unqualified staff who can not handle their duties.
• Favouratism and discriminations.
• No training.
• Unhappy and dis satisfied staff.
• No branding.

• High fixed costs Vs revenue.
• No check and balanace.
• Lack of commitment especially on branch supervisor's & then on the junior staff's part.
• Week understanding and recognition of technology and its appropriate uses.
• No relationships with many of the influential players within the community.
• No Memberships.
• No customer database.
• Week presentation an all fronts.
• No facility or affiliation with league players.
• Different packages in different centers.
are some major weeknesses apart from a number of minor weeknesses which will automatically vanish
if these are taken care of.
Oppertunities
• Being part of a high growth industry.
• Increased sales opportunities as the system gets more developed.
• The ability to spread fixed costs over an increasing revenue base.
• Being in a region where customers come from all over the world to spend.
• Can accommodate a big number of customers in all offered entertainment sections.
• Can generate additional revenue based on the annual events which take place in U.A.E.
Threats
• Local bowling leagues not willing to switch facilities.
• Competitors initiating major marketing push to retain customer base.
• Unable to launch the marketing campaign as planned for any odd reason, may that be funds or
free hand in making decisions.
• Unable to execute the business plan because of unexpected decision inputs.

Marketing Strategy
Mission
Milestone Due Date Who's Responsible Details
Business Plan January 01, 2013 My self Complete the detailed
business plan, with the
budget, Marketing ans
sales forecast for the
fiscal year 2013.
Completion of
Promotional tools before
exclusive launch.
January 01, 2013 Marketing Manager / our
sister advertising
company.
All packages, member
ship cards / forms, flyers,
stands, Logos, website,
etc.
Hiring of Sales staff January 01, 2013 My self & Management. Making sure to hire the
best people to represent
our selves in all states
and sectors.
Completion of first
Marketing campaign.
March 31, 2013 Marketing Manager /
Sister advertising
agency.
This includes Marketing
research, Online
presence, Building
customer databse,
Escalating physical
presence inside malls,
Flyer distribution etc.
Break even June 30, 2013 Myself with sales &
marketing
After the first marketing
campaign, we would
analyse the results once
again to give it another
push by organising
tournaments, TV / News
coverage, bumper prizes,
weekly draw and more of
such activities to reach
the break even from -
30% at the moment.
Marketing Objectives
• Maintain steady sales growth.
• Increase market share every quarter.

• Decrease customer acquisition costs to 0% by the end of first quarter.
• Be the best ans most recognized brand in UAE bowling industry.
Financial Objectives
• Once operational, holding spending at a steady level relative to sales.
• Decrease the debt load as fast as possible.
• Increase the revenue per customer by 5% every quarter.
• Increase profit by cutting off the non profit expenditure / centers.
• Increase market presence to grow further. etc
Marketing Channels
The single objective is to position Bowling city as the premier family entertainment center in the region,
quickly gaining market share. The marketing strategy will seek to create customer awareness regarding
the services offered and develop the customer base.
The message that Bowling City will seek to communicate is that the center is the most advanced,
comprehensive entertainment center in the area. This message will be communicated using several
Channels:
• Website / Face book / twitter
• Advertisements through Radio, mobile, TV and News papers.
• Coupons, Brochures, flyers, Billboards, Banners etc.
• Community involvement, by taking part in events by setting up movable bowling alleys and
games to generate both revenue to cover the expense and to create public awareness as
well.
• Networking with sports & entertainment brands for partner ship and sponsorship. etc
Bowling City's marketing plan is composed of the following approaches to pricing, advertising,
promotion and customer service.

• Pricing- All prices should be fixed catering the needs of our customers and should be on
display.
• Advertising and Promotion- A multi-pronged strategy will be employed to achieve the advertising
and promotion goals.
• Customer Service- A high level of customer service must be maintained in order to ensure a
large percentage of repeat customers.
Marketing Research
Two forms of primary market research should be performed right with the first marketing campaign.
The first type is by using a questionnaire. The questionnaire should be passed out to people within the
targeted market and to all the customers coming to have fun in the bowling city.
Focused groups can also be used to solicit information about the target customers, their needs, and
their purchasing decision making process.
Both forms of market research is valuable for the development of both the business and marketing
plans and will serve as a solid vote of confidence for the eventual decision to proceed with the
marketing projects in the future.
Branding
Branding is also one of the most important tools used to capture the target market. In the region all
companies in any given sector are using this tool to publicize there business. It can be used in
following ways:
• Brand all company transports with not just the logo but with range of entertainment activities
that we are offering.
• The rates and packages can also be added to these stickers since we would have a lot of
space to cover.
• These vehicles can also promote our weekly / monthly promotions.
• We can member ship cards with our business logo and products pasted on them.
• We can use gift vouchers with our own branding.

• We can present branded polo shirts to our members, and also to people who spend over
a specific amount of money. It can also be given to tournament / draw winners.
• Socks purchased / distributed can also be branded.
Through all the channels mentioned above and a lot more we can surely capture a wast range of
customers to get business out of.
Sales Plan / Activities
Bowling City wants to attract local bowlers of all ages. This will require advertising on local radio shows
and TV / cable networks as well as reaching out to schools, colleges, churches, businesses,
organizations and clubs.
In order to reach out to the customers and convince them enough to come visit our facility, it
is mandatory to hire the best sales people and train them for product knowledge & soft skills.
The most important factor for closing sales in our case is getting customers in the door. Once our
customers come in the door they will be personally greeted by the branch supervisor or the customer
service staff, and made to feel comfortable so that they keep coming back.
The branch manager will be responsible along with the sales team to contact local work places, clubs,
and bowlers to participate in the league tournament. Participants in the tournament will be rewarded
with trophies for the first three teams and the champion will receive a cash prize equal to half of all
the entry fees.
The Marketing Manager / coordinator will maintain a database of contact information and sales data
about regular bowling leaguers to optimize services to our target customers during league hours.
Reduced prices will be offered to senior citizens on a daily basis between certain low-volume hours and
on certain food and drink items all day long. Advertisements to teenagers will be placed in local
college and weekly papers, highlighting their favorite video games, their favorite tunes, and the
weekend morning teenager tournaments.
The manager will go out in the field calling on churches, schools, colleges, universities, clubs,
organizations, scouts to sell group outings / lessons. Private party times will be sold for each area as
well.

Financial Plan
Sales Forecast
Personnel Table
FY2013 FY2014 FY2015
Al Ain Mall AED152,400 AED167,640 AED184,404
Mariah Mall AED144,000 AED158,400 AED174,240
Khalidiyah AED78,000 AED85,800 AED94,380
DFC AED150,000 AED165,000 AED181,500
DCC AED57,000 AED62,700 AED68,976
AUS AED0 AED0 AED0
AL Dar AED0 AED0 AED0
Total AED581,400 AED639,540 AED703,500
About the Personnel Table
In Personal Table we have projected the annual employee related expenses and the salaries for the
Top Branch / Area Managers, the supervisors and the accountants...! for all staff other then this we
have added their salaries to the costs of sales in order for the business to cover up their
expenses........!

Budget
Budget Table
FY2013 FY2014 FY2015
Expenses
Salary AED581,400 AED639,540 AED703,500
Employee Related Expenses AED17,448 AED19,200 AED21,108
Maintenance & Repair AED152,556 AED152,556 AED152,556
Rent AED4,839,084 AED4,839,084 AED4,839,084
Utilities AED438,300 AED438,300 AED438,300
Office Supplies AED30,000 AED30,000 AED30,000
Insurance AED75,600 AED75,600 AED75,600
Depriciation AED1,573,428 AED1,573,428 AED1,573,428
License expences AED216,000 AED216,000 AED216,000
Other expenses (Transportation,
Audit fee etc)
AED111,600 AED111,600 AED111,600
Marketing Expences AED480,000 AED480,000 AED480,000
Total Expenses AED8,515,416 AED8,575,308 AED8,641,176
Sales by Month

About the Budget
Whether you make a sale or not, there are regular, ongoing expenses you have to pay in order to run
your business. This could be the lease for your office space, and the utilities for the space (heat,
phone). You might have expenses for advertising (brochures, mail lists, trade shows), and insurance.
These are all examples of common business expenses.
The costs for materials or supplies to make your product are not included here. Those costs are
tracked as part of the sales forecast.
what will it cost to operate your business? The budget here includes some common expenses.
Remember that all direct costs of sales are entered in the Sales Forecast table, not here. Those are
costs that are directly involved in creating or delivering our products or services — for example, the
ingredients for recipes at a restaurant. Direct costs generally go up or down in direct correlation with
the amount you sell. That's why they are included in the sales forecast and not in the budget............!

Profit and Loss Statement
FY2013 FY2014 FY2015
Revenue AED16,314,288 AED17,945,715 AED19,740,285
Direct Cost AED4,472,825 AED4,920,101 AED5,412,111
Gross Margin AED11,841,463 AED13,025,614 AED14,328,174
Gross Margin % 73% 73% 73%
Expenses
Rent AED4,839,084 AED4,839,084 AED4,839,084
Other expenses (Transportation,
Audit fee etc)
AED111,600 AED111,600 AED111,600
Operating Income AED3,326,047 AED4,450,306 AED5,686,998
Income Taxes AED0 AED0 AED0
Net Profit AED3,326,047 AED4,450,306 AED5,686,998
Net Profit / Sales 20% 25% 29%

Gross Margin by Year
Net Profit (or Loss) by Year

Personnel Plan
Sales Forecast
FY2013 FY2014 FY2015
Unit Sales
Bowling 1,138,884.0 1,252,772.0 1,378,049.0
Billiard 86,925.6 95,617.0 105,179.0
Kareoke 14,066.4 15,470.1 17,017.7
Network & Play station Games 18,193.2 20,020.7 22,022.2
Food & Beverage 121,485.6 133,633.0 146,996.0
Price Per Unit
Bowling AED10.00 AED10.00 AED10.00
Billiard AED25.00 AED25.00 AED25.00
Kareoke AED10.00 AED10.00 AED10.00
Network & Play station Games AED10.00 AED10.00 AED10.00
Food & Beverage AED20.00 AED20.00 AED20.00
Sales
Bowling AED11,388,840 AED12,527,720 AED13,780,490
Billiard AED2,173,140 AED2,390,425 AED2,629,475
Kareoke AED140,664 AED154,700 AED170,180
Network & Play station Games AED181,932 AED200,210 AED220,220
Food & Beverage AED2,429,712 AED2,672,660 AED2,939,920
Total Sales AED16,314,288 AED17,945,715 AED19,740,285
Direct Cost Per Unit
Direct Cost
Billiard AED282,508 AED310,755 AED341,832

Food & Beverage AED728,914 AED801,798 AED881,976
Total Direct Cost AED4,472,825 AED4,920,101 AED5,412,111
Sales by Month

CONFIDENTIAL - DO NOT DISSEMINATE. This business plan contains confidential, trade-secret information and is shared only with the understanding that you will not share its contents or ideas with third parties
without the express written consent of the plan author.
Appendix
Sales Forecast
Sales Forecast Table (With Monthly Detail)
FY2013 Dec '12 Jan '13 Feb '13 Mar '13 Apr '13 May '13 Jun '13 Jul '13 Aug '13 Sep '13 Oct '13 Nov '13
Unit Sales
Bowling 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0 94,907.0
Billiard 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8 7,243.8
Kareoke 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2 1,172.2
Network & Play
station Games
1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1 1,516.1
Food &
Beverage
10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8 10,123.8
Price Per Unit
Bowling AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00
Billiard AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00 AED25.00
Kareoke AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00
Network & Play
station Games
AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00 AED10.00
Food &
Beverage
Sales
Bowling AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070 AED949,070

Billiard AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095 AED181,095
Kareoke AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722 AED11,722
Network & Play
station Games
AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161 AED15,161
Food &
Beverage
Total Sales AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524
Direct Cost
Per Unit
Bowling AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00 AED3.00
Billiard AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25 AED3.25
Kareoke AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50 AED1.50
Network & Play
station Games
Food &
Beverage
Direct Cost
Bowling AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721 AED284,721
Billiard AED23,542 AED23,542 AED23,543 AED23,542 AED23,542 AED23,543 AED23,542 AED23,542 AED23,543 AED23,542 AED23,542 AED23,543
Kareoke AED1,758 AED1,758 AED1,758 AED1,759 AED1,758 AED1,758 AED1,759 AED1,758 AED1,758 AED1,759 AED1,758 AED1,759
Network & Play
station Games
Food &
Beverage
Total Direct
Cost
Gross Margin AED986,789 AED986,789 AED986,788 AED986,788 AED986,790 AED986,788 AED986,788 AED986,789 AED986,788 AED986,789 AED986,789 AED986,788
Gross Margin
%
73% 73% 73% 73% 73% 73% 73% 73% 73% 73% 73% 73%

FY2013 FY2014 FY2015
Unit Sales
Bowling 1,138,884.0 1,252,772.0 1,378,049.0
Billiard 86,925.6 95,617.0 105,179.0
Kareoke 14,066.4 15,470.1 17,017.7
Network & Play station Games 18,193.2 20,020.7 22,022.2
Food & Beverage 121,485.6 133,633.0 146,996.0
Price Per Unit
Sales
Billiard AED2,173,140 AED2,390,425 AED2,629,475
Food & Beverage AED2,429,712 AED2,672,660 AED2,939,920
Total Sales AED16,314,288 AED17,945,715 AED19,740,285
Direct Cost Per Unit

Direct Cost
Billiard AED282,508 AED310,755 AED341,832
Food & Beverage AED728,914 AED801,798 AED881,976
Total Direct Cost AED4,472,825 AED4,920,101 AED5,412,111

Personnel Plan
Personnel Table (With Monthly Detail)
Al Ain Mall AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700 AED12,700
Mariah Mall AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000 AED12,000
Khalidiyah AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500 AED6,500
DFC AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500 AED12,500
DCC AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750 AED4,750
AUS AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0
AL Dar AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0
Total AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450

FY2013 FY2014 FY2015
Al Ain Mall AED152,400 AED167,640 AED184,404
Mariah Mall AED144,000 AED158,400 AED174,240
Khalidiyah AED78,000 AED85,800 AED94,380
DFC AED150,000 AED165,000 AED181,500
DCC AED57,000 AED62,700 AED68,976
AUS AED0 AED0 AED0
AL Dar AED0 AED0 AED0
Total AED581,400 AED639,540 AED703,500

Budget
Budget Table (With Monthly Detail)
Expenses
Salary AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450
Employee
Related
Expenses
Maintenance &
Repair
Rent AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257
Utilities AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525
Office Supplies AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500
Insurance AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300
Depriciation AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119
License
expences
Other expenses
(Transportation,
Audit fee etc)
Marketing
Expences
Total
Expenses

FY2013 FY2014 FY2015
Expenses
Rent AED4,839,084 AED4,839,084 AED4,839,084
Other expenses (Transportation, Audit fee etc) AED111,600 AED111,600 AED111,600

Profit and Loss Statement (With Monthly Detail)
Revenue AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524 AED1,359,524
Direct Cost AED372,735 AED372,735 AED372,736 AED372,736 AED372,734 AED372,736 AED372,736 AED372,735 AED372,736 AED372,735 AED372,735 AED372,736
Gross Margin AED986,789 AED986,789 AED986,788 AED986,788 AED986,790 AED986,788 AED986,788 AED986,789 AED986,788 AED986,789 AED986,789 AED986,788
Gross Margin
%
73% 73% 73% 73% 73% 73% 73% 73% 73% 73% 73% 73%
Expenses
Salary AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450 AED48,450
Employee
Related
Expenses
Maintenance &
Repair
Rent AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257 AED403,257
Utilities AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525 AED36,525
Office Supplies AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500 AED2,500
Insurance AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300 AED6,300
Depriciation AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119 AED131,119
License
expences
Other expenses
(Transportation,
Audit fee etc)

Marketing
Expences
Total
Expenses
Operating
Income
Income Taxes AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0 AED0
Net Profit AED277,171 AED277,171 AED277,170 AED277,170 AED277,172 AED277,170 AED277,170 AED277,171 AED277,170 AED277,171 AED277,171 AED277,170
Net Profit /
Sales
20% 20% 20% 20% 20% 20% 20% 20% 20% 20% 20% 20%

FY2013 FY2014 FY2015
Revenue AED16,314,288 AED17,945,715 AED19,740,285
Direct Cost AED4,472,825 AED4,920,101 AED5,412,111
Expenses
Rent AED4,839,084 AED4,839,084 AED4,839,084
Other expenses (Transportation, Audit fee etc) AED111,600 AED111,600 AED111,600
Operating Income AED3,326,047 AED4,450,306 AED5,686,998
Income Taxes AED0 AED0 AED0
Net Profit AED3,326,047 AED4,450,306 AED5,686,998
Net Profit / Sales 20% 25% 29%

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