The document outlines a business plan for an American Independent Luxury RV Resort. It will purchase 451 acres of land in Wyoming and develop it into a resort community for class A and C motorhome owners. The resort will include individual sites, facilities like a general store, restaurants, repair shop, and activities. It projects earning over $11 million in site sales and membership dues over 5 years. Additional revenue will come from on-site services and amenities. The plan details the team, funds required, financial projections, risks, and goals to develop a premier motorhome resort community.

1. American
Independent
Luxury RV Resorts
09/02/2016 BUSINESS PLAN PRESENTATION BY FREDERICK GEORGES PRESIDENT-C E O
FIRST AMERICAN INDEPENDENT LLC 13732 HWY 30 ELM CREEK NEBRASKA 68836
DEPARTMENT4@FIRSTAMERICANINDEPENDENTLLC.COM 308-708-1183

2. PROPERTY TO PURCHASE FOR RESORT
US HWY 14 SUNDANCE, CROOK COUNTY, WYOMING – ODIN HILL PROPERTY BY ARNOLD
REALTY

3. Business Concept for Private Luxury
Class ‘A & ‘C RV Resort Community
First and most importantly, our Luxury Resort sites are all based on a
common template, but customized to each clients desires.
Each site is one full acre of land on a spance of old growth forested
property to be chosen by the clients before development begins.
Because our clients will be chosen for their lifestyle choice to live full time
in their motor coaches, we are designing the overall theme of the resort
to be more like a small town, rather than an overnight “truck stop”
parking lot experience.
Our clients will enjoy the same attention and service for their needs as
would be found in a Five Star Hotel. The only difference is they will have
brought their own rooms.
Finally in addition to the common attractions of other resorts, we offer a
certified repair garage, autobody and general upholstery shop.

4. “
”
When a client asks for service,
our answer is always…If it can be
done, we will do it for you.
A private Luxury RV Resort for the freedom of living on the road combined
with the comfort and service of a Five Star Hotel. All rolled up in a small
town atmosphere with stores, events, activities and certified professional
repair facilities for class ‘A & ‘C motor coaches.

5. Market Summary
 Our business market has had no equal in decades past.
 The RV industry enjoys 1.9% ownership annual growth rate. A sufficient number
of those are class ‘A type units which are the highest level of luxury motor
coaches on the market. This is the target market for our resorts.
 Vehicle industry association [RIVA] anticipates a 15% motor coach ownership
increase during a period of 5% predicted population growth. [ Harvard
University Extension School Study by Linda Powers Tomasso]
 Because of the trend being established by the current generation for a “mobile”
lifestyle and the ever decreasing costs for fuel, the need for unconventional
living arrangements such as our resorts provide, are in great demand now and
in the foreseeable future.
 All current resorts fall short when it comes to services that our model provides,
which are vital to the community. This creates substantial savings to our clients.
 Our market share needs are small enough to be able to offer individual service
effectively for the whole community.

6. Opportunities
 Maintaining client interest and member longevity is the most common hurdle resorts
have. It is because, either the clients needs or expectations have not been met. We
have found the practice of saying “yes” to everything goes a long way to achieving
the required loyalty from our clients and eventually winning their trust so they believe
us when we say, “if it can be done, we will do it for you”.
 Many clients have certain difficulties driving, parking, hooking up the connections and
finding repair facilities. These problems can cause serious consequences for some. These
problems have created unique opportunities for resorts to step up with solutions that
ultimately add value to the resort.
 In the case of driving these very large vehicles and safely maneuvering them into a site,
our resorts have adopted a unique “round about” type individual campsite, so there is
never need for backing up.
 Finding a dealer or factory certified repair facility is usually one of the most serious and
costly situations a class ‘A motor coach owner can experience. Our resorts have solved
that worry with our on site full service repair facility, staffed by factory certified technicians.
This is one of many industry firsts we offer that set us above our competitors.

7. Competition
 Our competition offers many of the expected and some needed
services and goods that we do as well. But many attractions and
items for sale are basically one time interests to clients.
 Our primary advantage is our full service repair facility with a large
inventory of fuel and oil filters plus tires on hand in all the traditional
sizes, fully stocked general store, mini mall and restaurants that are
all open year round.
 The special services that none but we offer, are the concierge and
catering service. This allows guests to enjoy anything from our stores
and restaurants to be delivered to their site, or set up in their private
gazebo a complete catering service for as many guests as required
for whatever event they plan.

8. Goals and Objectives
 OUR FIVE YEAR GOALS :
 1. We will have the resort to full client capacity.
 2. We will be prepared to repay our loan amount in full plus interest.
 3. All of the special services for our clients will be completed, plus a
veterinary clinic and pet sitting facility – riding stables – golf course.
 We will have traveled to every important trade show across the country
to meet with perspective clients and establish the needed relationships
with advertisers and representatives from the BIG THREE motor coach
manufacturers and all of their perspective motor coach buyers.
 We will have our full share of the targeted client market by the fifth year.
 For the 5.5 million dollars loaned we will have secured 16,250,000 USD in five
years from the sale of sites and membership dues alone. All other revenue
streams will be additional to these figures.
 Calculating a client attrition rate of 30% for whatever reason, will bring our
total amount from the sales of sites and dues alone to 11,375,000 USD. More
than enough to repay our investors and complete the project.

9. The Team at American
Independent Land Developers
 Lieutenant Frederick Georges President- C E O
First American Independent LLC / American Independent Land Developers – has
forty years experience in retail sales, business management, public relations,
general construction and real estate development. Owned Fred’s Upholstery,
Eastern Truck Leasing Company tariff ID # MC 188474, D&F Construction
Company [residential housing retrofits & additions], American Independent
Enterprises Hobby Store, Served in the United States NAVY 1969-1972
 Vincent Albert Gabriel Senior Vice President First American Independent LLC /
President – CEO “Blind Albert Recording Studios, Served in the United States
ARMY 1968-1970
 Gail Bromer Company Treasurer Graduate of University of Connecticut – thirty
years experience systems management, personnel and client mediation.
 Edwin William Kelsey Company Board Secretary, Senior design and
development Engineer – thirty two years experience in multiple areas from Tool
and Die shop manufacturing to Heavy Equipment Operator.

10. The Team

11. TOTAL FUNDS REQUIRED TO BEGIN
Five Million Five Hundred Thousand United States Dollars / $ 5,500,000
============================================================
Purchase resort property – 451 acres secure all permits $ 1,185,000
Main office complex and storage unit $ 250,000
Primary Garage and Repair Facility $ 250,000
Security Office and Fire Hall $ 175,000
Main Mall Complete with restaurants – movie theater $ 750,000
Employee Housing Units $ 250,000
Roads $ 750,000
Primary Electrical Grid $ 750,000
Potable Water Storage System and pumping station $ 250,000
Sewage Processing Station [portable] MATCHDECK corp $ 250,000
Truck Wash Complete $ 250,000
Class ‘A motor coach and related sales equipment $ 290,000

12. Financial Plan – Return on Investment
 We have projected the basic client site purchases and annual membership
dues for the next five years to be as follows when there is a steady sale of sites of
ten clients per year.
 Each site sells for 175,000 USD and each client will pay at the start of each
enrollment 50,000 USD membership dues.
 Year 1 – site purchase and dues for ten clients = 2,250,000 USD
 Year 2 – site purchase and dues for ten new clients plus additional dues for last
years ten clients = 2,750,000 USD
 Year 3 – site purchase and dues for ten new clients plus additional dues for last
previous two years clients = 3,250,000 USD
 Year 4 – site purchase and dues for ten new clients plus additional dues for last
previous three years clients = 3,750,000 USD
 Year 5 – site purchase and dues for ten new clients plus additional dues for last
previous four years clients = 4,250,000 USD
TOTAL REVENUE GENERATED FROM THIS STREAM less 30% maximum attrition factor =
11,375,000 USD
 The sales of additional goods and services will vary as the needs change for the group.
The best estimates for the additional revenue streams are on the next slide.

13. ADDITIONAL REVENUE STREAMS
 The C.A.M. Charges are additional costs to each member. Each
client will be charged 100 dollars monthly for this service. The
projections are on fifty clients @ 1,200 USD annually = 60,000 USD
 Each client may need at least one general maintenance annually.
Therefore fifty units @ 1,500 USD = 75,000 USD
 Restaurant Sales at fifty dollars per couple per day = 912,500 USD
 Sales from mall stores at minimum for 50 clients = 13 dollars per
person per day on average or 237,250 USD
 Special concierge and livery services annually for 50 clients @
approximately 5.50 USD per day average = 100,375 USD annually
TOTAL ADDITIONAL REVENUE STREAMS = 1,385,125 annually at least.

14. Risks and Rewards
 The greatest risk to this entire plan is failure to secure competent, willing and
aggressive associates as well as finding affordable Workman’s Compensation
Insurance for them.
 Our cure for this potentiality is the same as the formula used for our clients. Treat
everyone with respect, pay them all the same, afford them the best medical
and dental care possible .. [ if they need care we will just pay for it], and help
them to build a family spirit of working together. I have used this style of
leadership in past businesses and it works.
 It is our wish here at the corporate office that we give to the investors the
greater share of the profits with the option to own the resort if they wish it. I and
my two top officers are getting ready to retire and wish only to have enough
from this venture to take care of whatever the Veterans Administration network
will not.
If each of us could walk away with two million dollars minimum at the end of the
day, we would be pleased.
As for myself, I want to see this project come to life and be all I know I can help
make it be to bring joy and happiness to everyone involved.

15. Key Issues
 Near term
 The most important and urgent action that must be taken is to purchase the property
in Wyoming before it is lost. It is the key to the success of the project because it sits
only14 miles southwest of the Devils Tower National Park.
 If this happens the value of the sites in another location will be greatly reduced.
 Long term
 The only concern or issue long term is to be sure to have all of the proposed venues
completed. Then manage to secure a high percentage of client retention and keep
associates needs met so we can keep the resort full even in the winter season.
 Delays in construction can cause serious revenue loss. First impressions are everything,
so the resort must open up like the state fair. Everybody smiling and all systems GO.
 At this time our company and members have no outstanding debt over 1000 dollars.
So there can be no intervention of any kind to put the brakes on the resort.