Start-up | |
Requirements | |
Start-up Expenses | |
Legal | $5,000 |
Stationery etc. | $400 |
Brochures | $6,000 |
Rental Shop Setup | $50,000 |
Property Downpayment | $50,000 |
Lodge Setup | $20,000 |
Store Setup | $50,000 |
Insurance | $4,000 |
Total Start-up Expenses | $185,400 |
Start-up Assets | |
Cash Required | $14,600 |
Other Current Assets | $0 |
Long-term Assets | $350,000 |
Total Assets | $364,600 |
Total Requirements | $550,000 |
The charm and solitude of Bear Valley’s secluded mountain setting is found just 36 miles from the Richmond International Airport.
Silver Bear Lodge will offer customers 12 two-bedroom units, fully-equipped kitchens, laundry facilities and stone fireplaces. Silver Bear Lodge will offer a common-area outdoor hot tub as well as the following services on-site:
Resort hotel development and operation in the Bear Valley Resort area has been very profitable and successful due to the economic upturn experienced in the early and mid 90’s. Time-share / resort hotel development and investments into ski resorts nationwide are currently going strong. In the past two years, sales of time-shares in the Bear Valley Resort area have increased by over 35 percent. There are forty condominiums, lodges, inns and hotels within two miles of the resort. Each year, room occupancy is close to 100% during the peak skiing season. New construction is planned in the spring for two condo complexes and a hotel.
Our customers can be broadly divided into two groups:
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Skiers | 15% | 90,000 | 103,500 | 119,025 | 136,879 | 157,411 | 15.00% |
Summer Visitors | 15% | 60,000 | 69,000 | 79,350 | 91,253 | 104,941 | 15.00% |
Total | 15.00% | 150,000 | 172,500 | 198,375 | 228,132 | 262,352 | 15.00% |
Silver Bear Lodge will aggressively market to both winter and summer visitors of the Bear Valley Resort area. The Bear Valley Resort has activities occuring year round. During the winter there is skiing but in the summer months, the resort has hot-air balloon trips, white water adventures, day hikes into Bear Valley, and other recreational activities that take advantage of valley’s spectacular beauty.
There are only thirteen lodges and inns in the Bear Valley Resort. These facilities represent only 580 room units of the total of 4,000 room units in the resort area. The majority of room units in the area are condos.
Our customers are looking for a different lodging experience that cannot be found in any of the area’s condo complexes or hotels. We will offer our customers a comfortable, congenial environment that will assure return visits to the Silver Bear Lodge.
The lodge will cost a little more but we will offer our customers all the services they need to make their stay memorable. We will offer a food shop that will be able to take special orders daily. There will be a ski rental shop where customers can outfit themselves and purchase ski passes. Each evening, guests can gather in the lodge’s main room where there is a large fireplace, drinks and light music.
The competitive edge of Silver Bear Lodge is the service, first and foremost. Marty Snyderman and Luke Roth, co-owners of the Silver Bear Lodge, have over twenty years experience in managing ski lodging facilities.
Marty is the manager-owner of the Crest Lake Inn. He has owned the inn for ten years.
Luke recently was the manager of the Village Resort Hotel. He held that position for the last five years. Before this position, Luke was the manager of The Ridge, a 60 unit condo complex in Silver Lake Village.
Another significant advantage for the Silver Bear Lodge is its location. Being located in the recently opened Crest Canyon area, Silver Bear Lodge is uniquely positioned to be centrally located to both Crest Lake Village (.5 miles) and the Bear Valley Resort ski area (.5 miles).
The Silver Bear Lodge’s sales strategy is to harness the existing Bear Valley Resort booking system that has been critical to the success of all of the area’s lodges and inns. Room rates for the lodge will range from $150 – $250 per night in peak season. In the off season prices will range from $100 to $175 per night.
The following is the sales forecast for three years.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Rooms | $430,000 | $560,000 | $600,000 |
Food | $121,000 | $140,000 | $180,000 |
Ski Rentals | $132,000 | $145,000 | $160,000 |
Clothing | $58,000 | $70,000 | $82,000 |
Total Sales | $741,000 | $915,000 | $1,022,000 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Rooms | $0 | $0 | $0 |
Food | $59,500 | $71,000 | $90,000 |
Ski Rentals | $0 | $0 | $0 |
Clothing | $23,700 | $30,000 | $38,000 |
Subtotal Direct Cost of Sales | $83,200 | $101,000 | $128,000 |
The Bear Valley Resort area has its own website and advertising/promotion program that promotes the area’s lodging. Currently, 70% of the area’s visitors use the website to identify lodging and service options.
The Silver Bear Lodge is positioned as a new upscale facility that is focused on the high-income visitors to Bear Valley Resort. The area’s lodges and inns receive approximately 80% of their guests from the Bear Valley Resort booking system. Since the total number of room units are few with the area’s lodges and inns, these lodging units fill up quickly.
In addition, the Silver Bear Lodge will be highlighted in a promotional piece for Bear Valley Resort in the December issue of Ski Magazine.
Luke Roth will be the manager of the daily operations of the Silver Bear Lodge.
The personnel needed for the Silver Bear Lodge are the following:
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Manager | $36,000 | $39,000 | $42,000 |
Assistant Manager | $42,000 | $45,000 | $48,000 |
Lodge Staff | $110,000 | $120,000 | $126,000 |
Food Store Staff | $39,000 | $43,000 | $46,000 |
Ski Rental/Clothing Store Staff | $35,000 | $39,000 | $42,000 |
Maintenance Staff | $48,000 | $52,000 | $55,000 |
Cleaning Staff | $72,000 | $76,000 | $79,000 |
Total People | 9 | 22 | 22 |
Total Payroll | $382,000 | $414,000 | $438,000 |
The following is the financial plan for the Silver Bear Lodge.
The monthly break-even point is approximately $52,900.
Break-even Analysis | |
Monthly Revenue Break-even | $52,905 |
Assumptions: | |
Average Percent Variable Cost | 11% |
Estimated Monthly Fixed Cost | $46,965 |
The following is the projected profit and loss for three years.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $741,000 | $915,000 | $1,022,000 |
Direct Cost of Sales | $83,200 | $101,000 | $128,000 |
Other Production Expenses | $0 | $0 | $0 |
Total Cost of Sales | $83,200 | $101,000 | $128,000 |
Gross Margin | $657,800 | $814,000 | $894,000 |
Gross Margin % | 88.77% | 88.96% | 87.48% |
Expenses | |||
Payroll | $382,000 | $414,000 | $438,000 |
Sales and Marketing and Other Expenses | $60,000 | $80,000 | $100,000 |
Depreciation | $14,280 | $14,280 | $14,280 |
Leased Equipment | $0 | $0 | $0 |
Utilities | $26,000 | $26,000 | $26,000 |
Insurance | $24,000 | $24,000 | $24,000 |
Lease | $0 | $0 | $0 |
Payroll Taxes | $57,300 | $62,100 | $65,700 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $563,580 | $620,380 | $667,980 |
Profit Before Interest and Taxes | $94,220 | $193,620 | $226,020 |
EBITDA | $108,500 | $207,900 | $240,300 |
Interest Expense | $33,375 | $30,500 | $27,500 |
Taxes Incurred | $18,254 | $48,936 | $59,556 |
Net Profit | $42,592 | $114,184 | $138,964 |
Net Profit/Sales | 5.75% | 12.48% | 13.60% |
The following is the projected balance sheet for three years.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $31,437 | $118,555 | $165,584 |
Other Current Assets | $14,000 | $32,000 | $53,000 |
Total Current Assets | $45,437 | $150,555 | $218,584 |
Long-term Assets | |||
Long-term Assets | $350,000 | $370,000 | $430,000 |
Accumulated Depreciation | $14,280 | $28,560 | $42,840 |
Total Long-term Assets | $335,720 | $341,440 | $387,160 |
Total Assets | $381,157 | $491,995 | $605,744 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $3,965 | $30,619 | $35,405 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $3,965 | $30,619 | $35,405 |
Long-term Liabilities | $320,000 | $290,000 | $260,000 |
Total Liabilities | $323,965 | $320,619 | $295,405 |
Paid-in Capital | $200,000 | $200,000 | $200,000 |
Retained Earnings | ($185,400) | ($142,809) | ($28,625) |
Earnings | $42,592 | $114,184 | $138,964 |
Total Capital | $57,192 | $171,376 | $310,340 |
Total Liabilities and Capital | $381,157 | $491,995 | $605,744 |
Net Worth | $57,192 | $171,376 | $310,340 |
The following is the projected cash flow for three years.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $741,000 | $915,000 | $1,022,000 |
Subtotal Cash from Operations | $741,000 | $915,000 | $1,022,000 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $741,000 | $915,000 | $1,022,000 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $382,000 | $414,000 | $438,000 |
Bill Payments | $298,163 | $345,882 | $425,971 |
Subtotal Spent on Operations | $680,163 | $759,882 | $863,971 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $30,000 | $30,000 | $30,000 |
Purchase Other Current Assets | $14,000 | $18,000 | $21,000 |
Purchase Long-term Assets | $0 | $20,000 | $60,000 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $724,163 | $827,882 | $974,971 |
Net Cash Flow | $16,837 | $87,118 | $47,029 |
Cash Balance | $31,437 | $118,555 | $165,584 |
Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) code 7011, Hotels and Motels, are shown for comparison.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 23.48% | 11.69% | 5.90% |
Percent of Total Assets | ||||
Other Current Assets | 3.67% | 6.50% | 8.75% | 26.00% |
Total Current Assets | 11.92% | 30.60% | 36.09% | 32.00% |
Long-term Assets | 88.08% | 69.40% | 63.91% | 68.00% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 1.04% | 6.22% | 5.84% | 19.40% |
Long-term Liabilities | 83.95% | 58.94% | 42.92% | 34.60% |
Total Liabilities | 85.00% | 65.17% | 48.77% | 54.00% |
Net Worth | 15.00% | 34.83% | 51.23% | 46.00% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 88.77% | 88.96% | 87.48% | 0.00% |
Selling, General & Administrative Expenses | 83.02% | 76.48% | 73.88% | 75.10% |
Advertising Expenses | 8.10% | 8.74% | 9.78% | 1.90% |
Profit Before Interest and Taxes | 12.72% | 21.16% | 22.12% | 2.50% |
Main Ratios | ||||
Current | 11.46 | 4.92 | 6.17 | 1.45 |
Quick | 11.46 | 4.92 | 6.17 | 1.05 |
Total Debt to Total Assets | 85.00% | 65.17% | 48.77% | 54.00% |
Pre-tax Return on Net Worth | 106.39% | 95.18% | 63.97% | 1.70% |
Pre-tax Return on Assets | 15.96% | 33.15% | 32.77% | 3.70% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 5.75% | 12.48% | 13.60% | n.a |
Return on Equity | 74.47% | 66.63% | 44.78% | n.a |
Activity Ratios | ||||
Accounts Payable Turnover | 76.19 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 17 | 28 | n.a |
Total Asset Turnover | 1.94 | 1.86 | 1.69 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 5.66 | 1.87 | 0.95 | n.a |
Current Liab. to Liab. | 0.01 | 0.10 | 0.12 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $41,472 | $119,936 | $183,180 | n.a |
Interest Coverage | 2.82 | 6.35 | 8.22 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.51 | 0.54 | 0.59 | n.a |
Current Debt/Total Assets | 1% | 6% | 6% | n.a |
Acid Test | 11.46 | 4.92 | 6.17 | n.a |
Sales/Net Worth | 12.96 | 5.34 | 3.29 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Rooms | 0% | $40,000 | $60,000 | $60,000 | $50,000 | $50,000 | $50,000 | $30,000 | $30,000 | $30,000 | $30,000 | $0 | $0 |
Food | 0% | $8,000 | $16,000 | $20,000 | $18,000 | $18,000 | $12,000 | $8,000 | $7,000 | $7,000 | $7,000 | $0 | $0 |
Ski Rentals | 0% | $16,000 | $24,000 | $24,000 | $24,000 | $24,000 | $20,000 | $0 | $0 | $0 | $0 | $0 | $0 |
Clothing | 0% | $4,000 | $10,000 | $8,000 | $7,000 | $7,000 | $6,000 | $4,000 | $4,000 | $4,000 | $4,000 | $0 | $0 |
Total Sales | $68,000 | $110,000 | $112,000 | $99,000 | $99,000 | $88,000 | $42,000 | $41,000 | $41,000 | $41,000 | $0 | $0 | |
Direct Cost of Sales | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Rooms | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Food | $4,000 | $8,000 | $10,000 | $9,000 | $9,000 | $6,000 | $3,000 | $3,500 | $3,500 | $3,500 | $0 | $0 | |
Ski Rentals | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Clothing | $1,400 | $4,000 | $3,600 | $3,000 | $3,000 | $2,700 | $1,500 | $1,500 | $1,500 | $1,500 | $0 | $0 | |
Subtotal Direct Cost of Sales | $5,400 | $12,000 | $13,600 | $12,000 | $12,000 | $8,700 | $4,500 | $5,000 | $5,000 | $5,000 | $0 | $0 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Manager | 0% | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 |
Assistant Manager | 0% | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 |
Lodge Staff | 0% | $13,000 | $13,000 | $13,000 | $13,000 | $13,000 | $13,000 | $8,000 | $8,000 | $8,000 | $8,000 | $0 | $0 |
Food Store Staff | 0% | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $3,000 | $3,000 | $3,000 | $3,000 | $0 | $0 |
Ski Rental/Clothing Store Staff | 0% | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $4,500 | $2,000 | $2,000 | $2,000 | $2,000 | $0 | $0 |
Maintenance Staff | 0% | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 | $4,000 |
Cleaning Staff | 0% | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 | $6,000 |
Total People | 22 | 22 | 22 | 22 | 22 | 22 | 18 | 18 | 18 | 18 | 9 | 9 | |
Total Payroll | $38,500 | $38,500 | $38,500 | $38,500 | $38,500 | $38,500 | $29,500 | $29,500 | $29,500 | $29,500 | $16,500 | $16,500 |
General Assumptions | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Plan Month | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
Current Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Long-term Interest Rate | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | 10.00% | |
Tax Rate | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | 30.00% | |
Other | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $68,000 | $110,000 | $112,000 | $99,000 | $99,000 | $88,000 | $42,000 | $41,000 | $41,000 | $41,000 | $0 | $0 | |
Direct Cost of Sales | $5,400 | $12,000 | $13,600 | $12,000 | $12,000 | $8,700 | $4,500 | $5,000 | $5,000 | $5,000 | $0 | $0 | |
Other Production Expenses | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $5,400 | $12,000 | $13,600 | $12,000 | $12,000 | $8,700 | $4,500 | $5,000 | $5,000 | $5,000 | $0 | $0 | |
Gross Margin | $62,600 | $98,000 | $98,400 | $87,000 | $87,000 | $79,300 | $37,500 | $36,000 | $36,000 | $36,000 | $0 | $0 | |
Gross Margin % | 92.06% | 89.09% | 87.86% | 87.88% | 87.88% | 90.11% | 89.29% | 87.80% | 87.80% | 87.80% | 0.00% | 0.00% | |
Expenses | |||||||||||||
Payroll | $38,500 | $38,500 | $38,500 | $38,500 | $38,500 | $38,500 | $29,500 | $29,500 | $29,500 | $29,500 | $16,500 | $16,500 | |
Sales and Marketing and Other Expenses | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | |
Depreciation | $1,190 | $1,190 | $1,190 | $1,190 | $1,190 | $1,190 | $1,190 | $1,190 | $1,190 | $1,190 | $1,190 | $1,190 | |
Leased Equipment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Utilities | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $3,000 | $1,500 | $1,300 | $1,300 | $1,300 | $1,300 | $1,300 | |
Insurance | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | |
Lease | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Payroll Taxes | 15% | $5,775 | $5,775 | $5,775 | $5,775 | $5,775 | $5,775 | $4,425 | $4,425 | $4,425 | $4,425 | $2,475 | $2,475 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $55,465 | $55,465 | $55,465 | $55,465 | $55,465 | $55,465 | $43,615 | $43,415 | $43,415 | $43,415 | $28,465 | $28,465 | |
Profit Before Interest and Taxes | $7,135 | $42,535 | $42,935 | $31,535 | $31,535 | $23,835 | ($6,115) | ($7,415) | ($7,415) | ($7,415) | ($28,465) | ($28,465) | |
EBITDA | $8,325 | $43,725 | $44,125 | $32,725 | $32,725 | $25,025 | ($4,925) | ($6,225) | ($6,225) | ($6,225) | ($27,275) | ($27,275) | |
Interest Expense | $2,896 | $2,875 | $2,854 | $2,833 | $2,813 | $2,792 | $2,771 | $2,750 | $2,729 | $2,708 | $2,688 | $2,667 | |
Taxes Incurred | $1,272 | $11,898 | $12,024 | $8,611 | $8,617 | $6,313 | ($2,666) | ($3,050) | ($3,043) | ($3,037) | ($9,346) | ($9,340) | |
Net Profit | $2,967 | $27,762 | $28,057 | $20,091 | $20,106 | $14,730 | ($6,220) | ($7,116) | ($7,101) | ($7,086) | ($21,807) | ($21,792) | |
Net Profit/Sales | 4.36% | 25.24% | 25.05% | 20.29% | 20.31% | 16.74% | -14.81% | -17.35% | -17.32% | -17.28% | 0.00% | 0.00% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $68,000 | $110,000 | $112,000 | $99,000 | $99,000 | $88,000 | $42,000 | $41,000 | $41,000 | $41,000 | $0 | $0 | |
Subtotal Cash from Operations | $68,000 | $110,000 | $112,000 | $99,000 | $99,000 | $88,000 | $42,000 | $41,000 | $41,000 | $41,000 | $0 | $0 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $68,000 | $110,000 | $112,000 | $99,000 | $99,000 | $88,000 | $42,000 | $41,000 | $41,000 | $41,000 | $0 | $0 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $38,500 | $38,500 | $38,500 | $38,500 | $38,500 | $38,500 | $29,500 | $29,500 | $29,500 | $29,500 | $16,500 | $16,500 | |
Bill Payments | $845 | $25,916 | $42,605 | $44,086 | $39,218 | $39,017 | $33,045 | $17,527 | $17,425 | $17,410 | $16,954 | $4,116 | |
Subtotal Spent on Operations | $39,345 | $64,416 | $81,105 | $82,586 | $77,718 | $77,517 | $62,545 | $47,027 | $46,925 | $46,910 | $33,454 | $20,616 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | $2,500 | |
Purchase Other Current Assets | $0 | $3,000 | $1,000 | $0 | $3,000 | $0 | $2,000 | $0 | $2,000 | $0 | $0 | $3,000 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $41,845 | $69,916 | $84,605 | $85,086 | $83,218 | $80,017 | $67,045 | $49,527 | $51,425 | $49,410 | $35,954 | $26,116 | |
Net Cash Flow | $26,155 | $40,084 | $27,395 | $13,914 | $15,782 | $7,983 | ($25,045) | ($8,527) | ($10,425) | ($8,410) | ($35,954) | ($26,116) | |
Cash Balance | $40,755 | $80,839 | $108,234 | $122,149 | $137,930 | $145,914 | $120,869 | $112,342 | $101,917 | $93,507 | $57,553 | $31,437 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $14,600 | $40,755 | $80,839 | $108,234 | $122,149 | $137,930 | $145,914 | $120,869 | $112,342 | $101,917 | $93,507 | $57,553 | $31,437 |
Other Current Assets | $0 | $0 | $3,000 | $4,000 | $4,000 | $7,000 | $7,000 | $9,000 | $9,000 | $11,000 | $11,000 | $11,000 | $14,000 |
Total Current Assets | $14,600 | $40,755 | $83,839 | $112,234 | $126,149 | $144,930 | $152,914 | $129,869 | $121,342 | $112,917 | $104,507 | $68,553 | $45,437 |
Long-term Assets | |||||||||||||
Long-term Assets | $350,000 | $350,000 | $350,000 | $350,000 | $350,000 | $350,000 | $350,000 | $350,000 | $350,000 | $350,000 | $350,000 | $350,000 | $350,000 |
Accumulated Depreciation | $0 | $1,190 | $2,380 | $3,570 | $4,760 | $5,950 | $7,140 | $8,330 | $9,520 | $10,710 | $11,900 | $13,090 | $14,280 |
Total Long-term Assets | $350,000 | $348,810 | $347,620 | $346,430 | $345,240 | $344,050 | $342,860 | $341,670 | $340,480 | $339,290 | $338,100 | $336,910 | $335,720 |
Total Assets | $364,600 | $389,565 | $431,459 | $458,664 | $471,389 | $488,980 | $495,774 | $471,539 | $461,822 | $452,207 | $442,607 | $405,463 | $381,157 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $0 | $24,498 | $41,130 | $42,778 | $37,912 | $37,897 | $32,460 | $16,946 | $16,845 | $16,831 | $16,816 | $3,980 | $3,965 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $0 | $24,498 | $41,130 | $42,778 | $37,912 | $37,897 | $32,460 | $16,946 | $16,845 | $16,831 | $16,816 | $3,980 | $3,965 |
Long-term Liabilities | $350,000 | $347,500 | $345,000 | $342,500 | $340,000 | $337,500 | $335,000 | $332,500 | $330,000 | $327,500 | $325,000 | $322,500 | $320,000 |
Total Liabilities | $350,000 | $371,998 | $386,130 | $385,278 | $377,912 | $375,397 | $367,460 | $349,446 | $346,845 | $344,331 | $341,816 | $326,480 | $323,965 |
Paid-in Capital | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 | $200,000 |
Retained Earnings | ($185,400) | ($185,400) | ($185,400) | ($185,400) | ($185,400) | ($185,400) | ($185,400) | ($185,400) | ($185,400) | ($185,400) | ($185,400) | ($185,400) | ($185,400) |
Earnings | $0 | $2,967 | $30,729 | $58,786 | $78,877 | $98,983 | $113,713 | $107,493 | $100,378 | $93,277 | $86,190 | $64,384 | $42,592 |
Total Capital | $14,600 | $17,567 | $45,329 | $73,386 | $93,477 | $113,583 | $128,313 | $122,093 | $114,978 | $107,877 | $100,790 | $78,984 | $57,192 |
Total Liabilities and Capital | $364,600 | $389,565 | $431,459 | $458,664 | $471,389 | $488,980 | $495,774 | $471,539 | $461,822 | $452,207 | $442,607 | $405,463 | $381,157 |
Net Worth | $14,600 | $17,567 | $45,329 | $73,386 | $93,477 | $113,583 | $128,313 | $122,093 | $114,978 | $107,877 | $100,790 | $78,984 | $57,192 |
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No thanks, I prefer writing 40-page documents.
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OK, so you have decided to realize your dream and become a hotel entrepreneur, so now you need to start writing your hotel business plan . You have thought out an amazing concept delivering unparalleled guest service. The next step would be to write a hotel business plan. It’s like a road map to the opening. However, as a seasoned hotel revenue management consulting and hotel management company , we have seen that this is where most entrepreneurs get stuck.
Why? Many do not have the time and don’t know what to write or how to do the financials. But until you finish your business plan, you will not be able to get the financing either. So you end up with ideas sitting in your head not realizing your dream.
Really it is not that difficult to make a good hotel business plan. It is merely a structured summary of your idea. Most people try to include everything about their hotel concept in the plan. This leads to an indigestible super novel-like bookwork, aka a mess.
The key is, knowing what to include, and what not to include in your hotel business plan. Create a clear road map for success. Excite investors rather than bore them to death like most business plans full of redundant information do. And you need to lead readers down the exact path you want.
One of the main challenges for example is that after reading the first page most businesses often don’t fully understand what the hotel is all about. For investors and lenders, it is crucial they can quickly comprehend your plan, without reading the whole document.
We have put together a hotel business plan template to help you on your way. Check out our approach based on 10 critical points, being:
Let’s dive into the step-by-step checklist of what your hotel business plan should look like.
Infographic by Xotels
This first part should consist of two main parts, being:
More detailed information on the USPs (unique selling points) of your hotel concept.
Information on the current industry trends and the current state of the market and how this will impact your hotel. This is needed as investors want to be sure you really understand the hotel industry. This acts as the foundation on which decisions such as trends and developments to follow will be based.
Streamline Your Hotel Operations
We guide hotels and resorts toward unparalleled success, positioning them as market leaders.
In-depth information on your target market, including geographic, demographic, socioeconomic, psychographic, and behavioural segmentation details. It can also help you to keep up to date with the latest hotel marketing trends to understand which are the types of guests who will be staying at your hotel. Explain which features will be meeting the needs and wants of these main segments when thinking of:
Basically, how will consumers answer this question ‘Why my hotel?’
Aim to break it up to the point value can be easily communicated (do not make it too overcomplicated). Think of the following examples:
Any of the above examples of hotel segmentation can, if described well, be of great value to your business plan. An example of this could be a hotel located in a beach town, where you should be able to describe how demographics and psychographics differ from summer to winter time. Especially, since this example is typically known for lower demand in winter which you could be compensating for with the right hotel marketing strategies on hand.
A study of your local competition or global concept competitors, with each of their strengths, weaknesses, occupancy rates and market share ( SWOT analysis ). And don’t forget the most important part; what differentiates you from them. What makes you stand out?
Ask yourself: “can I add value to a specific area”, especially when it comes to hotel-dense areas like city centres or major destinations.
This exists of 3 parts:
Make sure you have the capabilities to plan out a strong marketing, distribution and revenue management strategy.
Things get complicated rather fast, and choosing to outsource hotel and revenue management is likely to give you a strategic advantage, during the planning phase, and the execution of your business plans.
How will you run your hotel? Think of the following elements:
Include the bios of your team. Focus on what uniquely qualifies you to make your hotel such a success. Having a great team is the key to success , and stakeholders will be impressed with a thorough explanation of the added value everyone brings to the table.
Provide the start-up costs of the hotel (capital investment), the ongoing business costs, operational expenses and revenue projections for the next five years. These figures should be always based on your Hotel Feasibility Study . The KPIs to look at include expected occupancy, ADR (Average Daily Rate) and RevPAR (Revenue per Available Room).
If you are raising money , outline how much funding will be needed and when. Explain how you will generate a return on investment for investors, or when lenders will be paid back.
These are the most important achievements which once they have been completed, will make your hotel more likely to succeed. Think off:
Each time one of the key milestones is achieved, the risk of lenders or investors decreases . And once your last key milestone is reached, the chance of success is more or less guaranteed.
Provide any other relevant information here. Don’t clutter the main sections of your hotel business plan with too many details. Rather support them with attachments in this part.
Many people have great business ideas. But that really doesn’t matter. The difference between dreamers and entrepreneurs is the action mindset. Are you ready to ship your idea to the market?
The first step is to put your ideas on paper. I hope this free sample will help you write a persuasive hotel business plan. Because no investor or lender will be interested if you cannot present a clear plan.
Follow your dreams and go for it!
Maximize Your Hotel Revenue
Uncover the hidden revenue potential of your hotel or resort.
Our revenue management consulting experts at XOTELS have helped hundreds of hotels to develop and optimize their businesses.
With cost-effective implementations and best practices developed over years of experience, successful business for your boutique hotel, resort, B&B, aparthotel, hostel, or any other lodging concept for that matter.
Hope this template has helped you get inspired to start your own hotel business .
Best of luck in your endeavours!
Patrick Landman
PS. Get in touch with us if you need help developing and managing your hotel concept, and help bring your hotel to the next level with our hotel consulting services.
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By: Author Tony Martins Ajaero
Home » Business Plans » Tourism & Hospitality
Are you about starting a beach resort? If YES, here is a complete sample beach resort business plan template & feasibility report you can use for FREE .
A beach resort is not a new business in the hospitality industry; it has long been in existence but only just recently like several decades back revolved into a better package than before. It is usually a place of fun and relaxation for locals and tourists who want to be close to the beach, while still enjoying the amenities of a resort.
A beach resort is like other resorts but is usually situated close to the beach, and is a place for fun lovers and those seeking a retreat of sorts.
1. industry overview.
The social media has been a big driver of the beach resort trend because platforms such as Instagram has taken presentation to a whole new level as potential customers want to see something exciting and unique before they can be tempted to part with their money.
The hospitality industry which consists of hotels and resorts has experienced a strong growth from 2010 to 2015. The growth has been due to increased travel globally due to a boom in international tourism. The next five years (2011 to 2016) will see this industry continue to boom, as the economy grows and allows more consumers to have more funds in which they will use for vacationing and beach resort trips.
The industry is seen as an $864 billion with a projected annual growth of 4.3% that has employed over 700,000 businesses that have employed over 4 million people.
Globally however, Europe and the Asia Pacific has continued to lead in the beach resorts business due to a large number of beaches in these continents, while the Middle East and Africa has led in the area of having expensive rates. The consumer group for beach resorts is rising and will continue to do so in 2017 as more people will use their mobile devices as well as apps to check out beach resorts and make their reservations or cancel them.
Resorts are now competing with hotels in terms of allowing customers have seminars, conferences, conventions and symposiums. This has opened up more of the target market for the resort business allowing them tap into areas that were majorly for hotels.
Also, beach resorts have received a boost from couples who prefer the privacy and simplicity to that of hotels. This is also another target market that has been opened up for the resort business.
Scapy Beach Resort is a standard resort in Nevada – Las Vegas that was established to cater to the locals as well as visitors and tourists and also to make profit as well. We will offer our customers the ultimate place for them to have fun and relax. We also have rooms for rent for those that intend to stay over for a little while.
Our location across three acres of waterfront property has afforded us a vantage point over our competitors as we are located close to one of the world’s famous beaches that attract locals and visitors alike. We intend to fully utilize our location to full advantage.
Our vision is to ensure that we are the preferred beach resort in the united states of America as well as the whole world and that we attain this goal by the year 2023. To achieve this we will go through the extra mile of picking those that would best serve the purposes of our resort.
Our management staff has been well picked due to their vast experience and knowledge of the industry and these kinds of businesses and we are confident that they would help bring our business to where we intend it to be. Asides from having the experience, our management staff also believes in our core values.
We have picked competent employees that we know are capable of making sure our beach resort become top class. Our employees know that they must constantly communicate the brand to the clients through their actions. We intend to pay our employees well and also ensure that the atmosphere they work in is conducive and motivating enough.
Our marketing executives have been empowered to draft and implement strategies that will not only make us penetrate the target market but also make us stand out from others. We intend to engage in intense publicity to ensure that we create awareness about our beach resort to our community, state and the whole United States of America.
We will not relent in ensuring that we offer our customers excellent service when it comes to customer care. Therefore, our customer care executives as well as those working on the front desk have been adequately trained to attend to the inquiries and complaints of customers promptly.
Finally, our two owners are the best that can be gotten in the industry. Mr. Shawn Michaels and Mr. James Pardon have the required expertise and experience needed to bring Scapy Beach Resort to its intended standard. Mr. Shawn Michaels is a business man with a Business degree and masters from Harvard University and also has several qualifications in Project Management.
Mr. James Pardon has a degree in Hospitality and has been in the industry for a long while working in several resorts and hotels and has the experience that would come in handy at Scapy Beach Resorts.
Scapy Beach Resort is a major tourist destination that intends to offer its customers several services all aimed at generating fun and relaxation. We are strategically located in an area which we intend to maximize to our benefit.
Even though our core service is to ensure that all our various customers can relax and have fun as well, we intend to ensure that we create other multiple sources of income that will also generate revenue for our business and boost our bottom line as is legally permissible in Las Vegas as well as in the whole United States of America.
Some of the services and products that we intend to offer at Scapy Beach Resort are;
Our Business Structure
Scapy Beach Resort is a standard beach resort located in Nevada – Las Vegas, with a strategic foundation and corporate business values. At Scapy Beach Resort, we intend to start and run our business by ensuring that we do not slack off on the human resources we intend to use in ensuring that our business attains its envisioned heights.
Our hired staff will not only be competent and experienced, they will also be used in the right positions that we intend for them.
We will ensure that our management staff for instance, not only understand our core values and the direction we intend to take bus also be able to communicate this to the staff who work under them. This way we would be able to carry everyone along in ensuring that we attain our set goals and objectives.
Due to the fact that we intend for the resort to run smoothly with as few hitches as possible, we will continually train our workers so that they are able to have enhanced skills that are not only necessary to help the business grow but also set them apart from their peers in the hospitality industry here in Nevada – Las Vegas as well as in the whole of the United States of America.
Therefore, below is the business structure we intend to build at Scapy Beach Resort;
Chief Executive Officer
General Manager
Facility Manager
Human Resources
Admin Manager
Customer Service Executives/Reception
Purchasing Manager
Inventory Manager
Marketing Executives
Security Guards
Due to the fact that we intend to run a standard beach resort in Nevada – Las Vegas, we had to engage the services of reputable business consultants here in Las Vegas who helped us look through our business concept in order to determine how suited we were for the marketplace and to run the business generally.
These business consultants conducted a thorough analysis of our business using SWOT (Strength, Weakness, Opportunities, and Threats) to determine the likelihood of growth and survival for our beach resort business. The following results were what were gotten from the SWOT analysis conducted on behalf of Scapy Beach Resorts:
Our strength lies in that fact that we are located in one of the most popular beaches in the world, which means more customers are likely to visit our resorts than others. Also, we have competent employees who understand the hospitality business as well as our goals and are ready to ensure that we achieve our intended goals.
Finally our owners have vast experience in the hospitality and in running businesses too, and so they will bring forth their experience to bear on the business.
Like any other business, we have certain weaknesses in the fact that we are located in a city that has enough beach resorts, this can be taken to mean that the market here is saturated, and so we would need several strategies to be able to break off this weakness and excel amongst other beach resorts. We are positive that our strategies are effective enough to enable us break off any weakness.
The opportunities available in this field are limitless, as people always come to the beach to have fun or relax almost on a daily basis. Also, there are peak periods which mean that at certain times, more customers than the usual are likely to come to the resort.
Dealing with threats is not alien to any business and so we expect to deal with a few before we start up the business and also during the course of running the business. Threats such as government regulations, a downturn in the economy as well as arrival of competitors to our same location, are likely to occur; however, we have several strategies in place to combat these threats should they occur.
The hospitality industry of which the beach resort is a part of has been in existence for a long time now, and has seen various market positive and negative trends, which have resulted from the state of the economy.
Therefore any entrepreneur intending to start this business must be ready to carry out market research about the industry and also about the location, he or she intends to run the business from, this is so as to be able to come up with unique services that will keep the various existing customers loyal to the resort and also attract potential customers as well.
Also, while beach resorts have been seen as a place where people go to relax and have fun, it is also used for several other events and occasions such as weddings, business meetings, seminars and so on. This therefore means that it is very necessary for beach resorts to be able to generate revenues from other sources as well as their primary source.
Finally in this age, more businesses have been able to penetrate the market as well as come up with different ways to stay in touch with the customers through the internet as well as technology. The internet is a home to various websites, blogs and forums suitable for promoting the business via intense publicity and advertisement.
Also, most businesses in the hospitality industry have come up with having mobile apps that will help their customers quickly avail themselves of the various services offered by the resort and know when new services have been introduced.
The hospitality industry in which the beach resort is a part of is one where there are always available customers at several times in the year. This means that our target market is not limited to a certain group of people but to everyone who is looking for clean fun or somewhere to ease of stress and relax.
This is the major reason why we are located in Nevada – Las Vegas, because the strategic location affords us the opportunity of being close to our target market.
However to understand our target market and know what they expected from us we conducted a market research. This market research would also help us better draft the various advertising and marketing strategies that would be needed to grow the business. We are therefore in this industry to offer our services to the following group of people such as;
Our competitive advantage
Scapy Beach Resort was established to not only become a major tourist destination for those looking for fun as well as relaxation in one place, but to be the preferred vacation and relation destination for locals, visitors and tourists alike by the year 2023.
Due to this declaration, we came up with certain competitive strategies that will allow us compete against already established beach resort centers as well as those who were still young but already thriving here in Nevada – Las Vegas.
One competitive strategy we intend to have is to ensure that we offer unique services that will keep our customers hooked. We also intend to hire experienced and competent hands that will ensure that they grow the business to an enviable standard that will allow us achieve our goals and objectives.
We also intend to have an excellent customer care that will be referred to as the best in the industry. Our customer care executives will be highly trained to handle all the inquiries of our customers. Lastly, we intend to ensure that our employees are well taken care of, such as having a good pay and welfare packages. This will keep them highly motivated and will ensure that their productivity rate is high.
Scapy Beach Resorts is a tourist and vacation place in the hospitality industry that has been established with the aim of providing fun and relaxation to our different customers in the United States of America as well as from other countries. We are in business to ensure that our customers have the best time in our resort through the different services that we would be offering them. Scapy Beach Resorts will therefore generate income by offering the following services;
People are always on the look-out for a place to relax and have fun, and a beach is one of such places, therefore starting a beach resort especially close to the most popular beaches in Nevada – Las Vegas will ensure that people will always patronize us.
Due to our strategic location, we are therefore favorably disposed to generate enough revenue that will ensure that we start to make profit during our one year of operations.
The sales projection which we prepared with the help of a hired sales analyst carried out a thorough analysis on the market here in Las Vegas and also generally and with accurate data, collated the following sales forecast. Therefore, the sales projection for Scapy Beach Resort which is based on our business concept and location are:
N.B: The above projection is based on the fact that all peak periods will remain the same and that the economy will remain stable. It is also based on the fact we would not have any beach resort of our size and offering similar services start up near us within the above three year period.
However, should there be any change in any of the listed factors; it is likely to have a positive or negative impact on our sales projection.
Generating capital for a business is only a part of starting the business, what keeps the business in existence in revenue generation, which comes from marketing. Marketing can then be referred to as one important aspect of the business that ensures that a business continues to be in existence from the moment it was conceived as an idea and became a reality.
Before any marketing strategies can be developed, we intend to carry out a thorough market research. This market research will enable us understand the market we intend to cater to and how best we will penetrate and get a share out of the target market.
It will also enable us to know what will be required from us by our target market to attract and retain their attention. In carrying out this market research, we were privy to utilizing important data and information that would help ensure that we compete favorably against other beach resorts in Nevada – Las Vegas and also in the whole United States of America.
To help conduct this market research, we used the services of a reputable marketing analyst who with our marketing executives utilized the data properly and crafted marketing and sales strategy that would be used to set us apart from our competitors and also increase our awareness in the market place whilst also generating the revenue we would need to grow and expand.
One major tool that we would not ignore in ensuring that we penetrate the target market is the use of the internet. The internet is a vast place that when used for marketing purposes is known to penetrate the target market faster, and being able to draw more customers than the normal conventional method.
For this purpose we intend to use our website, advertise on various blogs and forums and also use our social media platforms to engage and attract customers. Therefore, we at Scapy Beach Resort intend to use the following sales and marketing measures in attracting customers;
Even though our beach resort will be standard where we intend to not only make profit but to also compete favorably with all our competitors – big and small, we fully intend to ensure that we carry out intense publicity so as to ensure that our brands get the necessary awareness and also so as to attract customers to patronize our services at Scapy Beach Resort.
We know the importance of engaging in vigorous publicity campaigns if the company aims to grow and make profit as we will do all we can to ensure that our publicity strategies are on top of the game. We intend to be in the hospitality business for a long time and so we will deliberately ensure that we build our brand in such a way that we are not only known in and around Las Vegas but also in the whole United States of America.
Therefore, our publicity strategies will not only advertise our brand but also communicate the said brand effectively to our customers. Some of the publicity and advertising strategies we intend to use for our Scapy beach resort business are;
Determining the pricing for a service oriented business can be very tricky as several factors such as the location, the popularity of the resort, and the services offered need to be determined. Due to this, it would be reasonable to employ detailed strategies that would help determine the right pricing for several of the services that would be offered at the beach resorts.
However, since we are relatively new in the business, we would need to employ a different mode to our pricing in the first three months of business, by lowering the rates for our services during this period.
The aim of lowering our rates for a particular period is so as to increase awareness for our beach resort and also attract the various customers to our beach resort. Lowering our prices do not mean that we would run at a loss, as this is not the intention of establishing the business at all.
Due to the fact that we would be offering different services at our beach resort, we also intend to offer different payment policies to our various customers to suit whatever service they intend to use and whichever mode they would prefer to pay for such service. Therefore the different payment options that we intend in our beach resort are;
The above payment platforms were carefully chosen for us by our bank, which has assured us that these payment plans will run smoothly with no hitches.
A beach resort business is one that requires lots of capital to start off, especially if you intend running something that is of the required standard.
Therefore in our beach resort business, the capital we intend to generate will be used to get and construct several facilities and also pay the salaries of employees as well as some bills that would be incurred during the course of running the business. The key areas where we therefore intend to spend our start-up on are;
From the above estimate, we would need the sum of $1,000,000 to be able to successfully set up and start our beach resort business in Nevada – Las Vegas.
The above amount will cover certain fixed and operating expenses such as leasing and renovating the intended facility we intend to use for a year as well as paying the salaries of employees and certain bills for at least 6 months of operations.
Generating Funding / Startup Capital for Scapy Beach Resort Business
Scapy Beach Resort is owned and operated by two partners Mr. Shawn Michaels and Mr. James Pardon, two men who have different expertise in areas that would be beneficial to the beach resort. The partners have decided therefore to generate capital from the following sources. The three areas where we intend to generate start-up capital from are;
N.B: We were able to generate the sum of $150,000 from our personal savings and sale of certain stocks. We approached a commercial lender in the hospitality industry and got a loan of $350,000. We also, approached our personal bank for a loan and the sum of $500,000 has been approved for our beach resort business, and will soon be credited to our accounts as soon as we sign off the last paper works.
Just like any other business, we are established to generate revenue and then make profit that would not only sustain our beach resort business but also expand it as well. However, to achieve this, there are certain factors that we would need to consider in order to achieve our sustainability and expansion objective.
One of the major factors that would be considered in Scapy Beach Resort is how to generate revenue for our core services and how to ensure that we have multiple sources of income springing up from the core services and generating money for the resort as well so that we do not to get cash from outside sources to inject life into the business.
One way to generate revenue for our business is to ensure that we take good care of our customers and offer them the best services, so that they can always patronize us and also tell others about us. Another factor to be considered is the competence of the employee that we intend to employ to help run our beach resort business.
We will hire experienced hands who understand our goals and objectives and knows how to bring the business from where it is to where it should be.
We will ensure that we not only pay our employees very well but that we also ensure that they work in a conducive environment, have great welfare packages and are also offered incentives so that they would remain committed to achieving the goals and objectives of Scapy Beach Resort.
Finally, we intend to have the best customer service that will make customer feel at home no matter their inquiries and requests.
We will also strive to resolve complaints on time so that our customers will have no reason to not want to patronize our services. We know that if this is diligently done, we would be able to sustain our business and eventually grow and expand in future.
Check List / Milestone
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Document description.
This resort business plan template has 34 pages and is a MS Word file type listed under our business plan kit documents.
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Written by Elma Steven | Updated on July, 2024
Resort Business Plan is an outline of your overall resort business. The resort business plan should include a 5 year financial projection, marketing plan, industry analysis, organizational overview, operational overview and finally an executive summary. Remember to write your executive summary at the end as it is considered as a snapshot of the overall business plan. You need to be careful while writing the resort business plan as you need to consider various factors that can impact the business’s success. Read the sample resort business plan in order to have a clear understanding of the process.
This article will provide you a step by step process to write your Business Plan. Get a free Resort Business Plan at the end!
You can spend 3 to 4 weeks trying to write your own Business Plan by browsing through free online resources or hire a professional writer for $2,000. There is a better way to do this- Download our Resort Business Plan to write a plan in just 2 days .
Find out- Is Resort Business Profitable?
Overview: Greg Jill is the owner and operator of Heaven’s Resort. Greg has worked in a variety of top positions in resorts and hotels across the United States. He is well known for his excellent leadership and commercial skills. Greg has always wanted to create a dream destination for travelers. In addition, he hopes to do so with his new enterprise by creating a world-class resort with exceptional customer service. The resort with its high-end opulent amenities will be every tourist’s ideal destination. Heaven’s Resort will be a dream resort in Santa Cruz, California which is just 10 minutes from Mitchell’s Cove Beach. Tourists visiting Santa Cruz will be our primary consumers. We will provide them with a dream lodging and unmatched service. Within five years of opening we want to be the best resort in Santa Cruz.
Mission: To offer genuine and lavish hospitality. Our notion of hospitality is making a difference in the lives of individuals we come into contact with every day. We do so in an environment that values all people and ideas equally. We execute it quickly and effectively, resulting in exceptional results.
Vision: Heaven’s Resort’s vision is to become a prestigious and worldwide recognized resort brand. We create lifelong relationships with our guests by providing exceptional service and fulfilling their ultimate vacation dreams. We are concerned about and respect the environment.
Industry Overview:
The resort industry remains a thriving sector driven by the increasing demand for unique and immersive guest experiences within natural settings. This field continues to experience significant growth due to the pursuit of eco-friendly and nature-immersive getaways. Challenges include harmonizing luxurious comforts with environmental preservation while meeting evolving guest expectations. Opportunities arise in creating innovative eco-friendly services, immersive guest experiences, and environmental conservation efforts. Heaven’s Resort positions itself at the forefront of this industry, poised to address challenges and leverage growth opportunities by providing a distinct, nature-centric, and guest-immersive experience.
Save time and write an executive summary using this trained executive summary writer .
Financial Overview:
Business Name:
Founder : Jacob Harris
Management Team:
Legal Structure: LLC
Location:
Goals:
Products:
[Mention your services in bullet points]
Fund Usage Plan
Key Metrics :
My name is Jacob Harris, and I work in the hospitality and tourism industry as an entrepreneur. For as long as I can remember, I’ve been utterly drawn by the appeal of stunning vistas, excellent lodgings, and outstanding hospitality. I decided to start the adventure of developing my own resort because I wanted to be able to provide guests experiences that they would remember for the rest of their lives.
I have a profound admiration for the splendor of nature, and I have always had a strong desire to work in the hospitality industry. With these two interests in mind, I painstakingly planned the layout of a resort that provides guests with an ideal combination of ease, relaxation, and excitement. Our visitors will find that every aspect of their stay here, from the building’s design to the services and facilities offered, has been meticulously selected to create a haven of tranquility and luxury for them. My objective is to provide a sanctuary in which people may get away from the stresses of regular life, rekindle their connections with the natural world, and make memories that will last a lifetime.
As the owner of a resort business, I have made it my personal mission to provide visitors with service that is second to none and to go above and beyond their expectations. I have brought together a group of devoted experts who are committed to realizing my goal of establishing an atmosphere that is kind and inviting. We make it a point to go above and beyond in order to give every visitor the individualized attention they deserve, to create experiences that they will never forget, and to guarantee that they will go feeling refreshed and content.
The global resort industry, a key segment of the broader hospitality sector, has been steadily recovering post-pandemic, with a projected market size of around $1.5 trillion by 2025. This growth is driven by the increasing popularity of leisure travel and the demand for all-inclusive, high-end vacation experiences. In regions like the Caribbean and Southeast Asia, known for their picturesque landscapes and favorable climates, resorts are experiencing significant growth in occupancy rates and revenue per available room (RevPAR).
Resorts are increasingly focusing on offering unique and personalized experiences to differentiate themselves in a competitive market. This includes themed resorts, wellness retreats, and eco-friendly resorts that align with emerging consumer trends. The wellness tourism sector, in particular, has seen a surge, with a growing number of resorts incorporating health-focused amenities and programs. Additionally, eco-resorts are gaining traction, appealing to environmentally conscious travelers through sustainable practices and nature-centric experiences.
Technology integration and sustainable practices are becoming essential components of the modern resort business model. Many resorts are adopting advanced technologies for streamlined operations and enhanced guest experiences, like mobile check-ins, virtual concierge services, and personalized room controls. Sustainability is also a key focus, with resorts investing in renewable energy, waste reduction, and locally sourced food to minimize their environmental footprint. These trends indicate a shift towards more responsible and technologically advanced operations, promising a robust future for the resort industry.
Content Marketing : Create a blog on your website on what you has to offer to prospective customers.
Discounts : Provide multiple rewards or incentives to frequent customers, you’ll be more likely to attract them. Create a member referral scheme, for example, where members get a discount if they successfully recommend someone.
Social Media: Engage and promote on Twitter, publish news on Facebook, and utilize Instagram to promote curated photos of your resort.
SEO (Search Engine Optimization) Local SEO makes it easier for local consumers to find out what you have to offer and creates trust with potential members seeking for what your resort has to offer. Email Marketing: send automated in-product and website communications to reach out to consumers at the right time. Remember that if your client or target views your email to be really important, they are more likely to forward it or share it with others, so be sure to include social media share.
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Guest Experience
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Do you love connecting with people from all over the world who share your passion for travel? Don’t want to work a typical 9-5 job and instead want to build a business where every day is different, and you own your schedule?
Starting a hotel business is a dream many entrepreneurs have, but it can be a daunting venture to start. A hotel business plan is a critical first step for business owners to turn their dreams into reality. A strategic plan allows one to study the hotel industry, identify their hotel’s unique point of view, and outline how exactly they will reach their goals.
Read on to learn more about the ten sections to include in your hotel business plan, tips for creating an effective plan, and key things you need to start your new hotel business.
Ready to get started creating your plan? Download our hotel business plan template.
A hotel business plan is a detailed document that identifies your business’s goals, objectives, and strategies for success. It includes market research and a roadmap for building and operating your business.
Studies show that entrepreneurs who finished their business plan were twice as likely to succeed in growing their business than those with no plan. A hotel business plan:
Your plan does not have to be static and should change over time as your business grows and evolves. Your first draft is a starting point to help guide your strategy and instill confidence in potential investors.
Whether you’re starting a small boutique hotel, a cozy B&B, or a 5-star resort, you will need to address the following sections in your hotel business plan.
An executive summary is the most essential part of your business plan. It should concisely explain the purpose of your business and why it will be a success.
Include your mission statement explaining why your hotel exists and its overall goal. For example, Capella Hotels & Resorts ’ mission is to combine tradition, discovery, individuality, and twist of the unexpected to create the perfect stay for each guest.
You should also include your vision statement that clearly describes your hotel’s purpose for being in a single sentence. For Capella Hotels, its vision is to embody excellence in the craft of hospitality.
We recommend writing your executive summary as the final stage, as it should summarize the goals and objectives laid out in your plan.
Your company analysis is where you can dive into your hotel’s competitive advantage. Ask yourself what makes your hotel unique . Why would guests want to stay with you instead of your competitors?
In this section, identify your brand’s identity and the goals and objectives you want to accomplish. Outline how many rooms and room categories your property will have. For example, will you offer a hybrid hospitality model with dorms, single rooms, and suites? Explain what ancillary revenue sources you’ll offer, like in-room food and beverage options, welcome drinks, or airport shuttles.
Use storytelling to communicate your excitement and passion and make it clear what your hotel will bring to the hospitality industry that hasn’t been done before.
As a business owner, you must be prepared for forces outside your control. You will need to conduct a market analysis that looks at the hospitality industry to identify micro and macro trends that may impact your business. Look at:
For each trend, identify how it will impact your business and ways to mitigate risk or take advantage of opportunities.
For example, digital check-in technology has increased across the hotel industry with the rise of tech-savvy guests, new innovative software providers, and labor challenges. Therefore, consider what guest experience solution you’ll include at your hotel.
In addition to trends, look at the history of the hospitality industry, its current size, and how it’s expected to grow in the short and long term. This research will impact the rest of your plan, especially your marketing and financials.
What type of hotel guests do you want to attract? It’s impossible to please every kind of guest, which is why it’s important to identify your target market . Once you know who you want to stay at your property, you can develop amenities, services, and marketing materials to attract these guests and deliver exceptional experiences .
Ask yourself:
This section will help you formulate the guest experience to ensure that expectations meet reality .
The competition you face will vary depending on where your hotel is located. In this section, you should conduct in-depth competitor research to understand how your hotel will compare. Identify your five major competitors — ideally, three direct competitors you will be competing with upon opening and two aspirational competitors you can emulate as you grow your business.
Conduct a SWOT analysis based on your competitors to look at:
A thorough analysis can help solidify your competitive advantage and develop a contingency plan for how you will deal with your weaknesses and threats.
Without demand, there is no business. A hotel marketing plan outlines the channels you’ll use to reach your target audience to drive bookings. Your marketing strategy should include three key channels:
1) Paid media . Paid advertising to promote your property and drive bookings. This includes online travel agencies (OTAs) , search engine marketing (SEM), retargeting, and metasearch advertising.
2) Owned media. The content you create, like your hotel website , social media channels, blog posts, and SEO.
3) Earned media. User-generated content created by third parties like media coverage or online reviews.
How do you plan to run your day-to-day operations? This section of your plan will outline all of the key tasks and responsibilities of your team and what exactly your hotel will offer. Consider:
Detail your short and long-term operational plans and the stakeholders involved for each area.
Whether or not you’ve hired your team yet, this is one of the most important sections potential investors will look at. Make sure to outline the key personnel you will require and their roles.
In general, these are the following roles you’ll want to outline:
Depending on the size of your hotel, your team will vary. Identify the team members you need to open and your hiring plans over the next five years.
Hoteliers must be strategic in optimizing occupancy rates across seasons to maintain revenue. As part of your strategic plan, identify how you will manage:
Your financial projections are the most challenging but arguably the most crucial part of your hotel business plan. In this section, you should include the following:
If you’re looking for a potential investor, your financial plan will be the section they care about most. Here, you must prove how your business will provide a return on investment. Don’t forget to include an Appendix that shows more detailed reporting and financial figures.
1. Start with the section that excites you the most! Covering all the topics outlined above can feel overwhelming, so don’t feel pressured to go in order.
2. Reach out to a business owner you admire. No matter what type of business you’re starting, getting advice from another business owner is always helpful. Reach out to a successful local business owner to see if they’d be willing to share some insights they learned along the way.
3. Be concise. While there’s a lot to cover, you must be concise in each section of your plan. Include any additional research or documentation in the appendix to keep your business plan clean.
4. Try to avoid industry jargon. Depending on what type of investor is reading your plan, they may find jargon irrelevant and distracting.
5. Ensure you have a clear competitive advantage. You should be able to state in one sentence what makes your property unique. This unique selling point (USP) will be prominent in all of your marketing materials.
6. Set SMART goals. Setting specific, measurable, achievable, relevant, and time-bound goals is important to stay organized and on track to reach milestones.
7. Don’t forget about your plan. You will have spent hours developing your plan, so make sure you use it! Reference your plan as you build and grow your business , and remember that it’s ok if things change.
8. Illustrate your passion. Communicate why you want to be a part of the hospitality industry. Passion is contagious and gives investors more confidence that you will work hard to achieve your dreams.
Ok, so you’ve read through this article and are now wondering — what’s next? Ensure you have the following items on your radar to start your business.
Your business plan provides the foundation for your new business and outlines the next steps in the journey. Ensure you fully understand the market and competitive landscape to enter the industry prepared for the future. Start slow and invest in the right people and technology to support the growth of your business.
Looking to start a hotel? Download the technology guide. Download now
Lana Cook is a Content Writer at Cloudbeds where she is able to combine her love of writing and passion for travel. She has spent the last few years writing about all things technology and the ways in which it can be used to help businesses thrive. When she’s not busy writing, you can find her checking out the latest movie or searching for a new TV show to binge.
You might also be interested in..., hotel reputation management: 10 next-level strategies for success, 10 key features to look for when choosing a pos system for your hotel restaurant, the role of data analytics in optimizing hotel operations.
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BUSINESS PLAN SEVEN ELMS RESORT
65000 Windy Lane Dr. Traverse City, Michigan 49865
The Seven Elms Resort outlines how it will provide quality hospitality services, cost-effectively, in a popular northern U.S. lake resort environment. This plan successfully raised capital for property acquisition, renovation, and company start-up related costs.
Company summary, hotel & lounge overview, market analysis, competitive environment, strategy & implementation, promotion strategy, financial plan.
We seek funds for the acquisition and renovation of Seven Elms Resort, an adult-marketed, 17-room "boutique style" hotel specializing in a couples' "getaway" to provide relaxation and recreation in Benzie County, a popular tourism spot located next to the state of Michigan's Lake Michigan. Moderately priced between the high-line hotel properties and the older motel strips, Seven Elms Resort shall fill an affordability niche not presently available in Benzie County.
Combined with an on-site lounge, grill, poolside beverage service, and morning continental breakfast bar, we are seeking investment funds to renovate the hotel building, build-out a piano bar/lounge area with dance floor, and construct an outdoor pool adjacent to the indoor pool. With this refurbishment and other new amenities, Seven Elms Resort will form the basis of a highly profitable hotel venture. We are seeking funds to develop and expand the business in a phased approach, as highlighted within this document.
Seven Elms Resort's owner, Steve M. Blackburn, has an extensive business background, including over 14 years of experience developing a variety of businesses. Mr. Blackburn received his B.A. in Business Economics, and currently is an M.B.A. candidate at the University of Michigan. Desiring to return to his own business, he wishes to establish Seven Elms Resort, Inc. in 1999.
The foundation for the plan is a combination of primary and secondary research, upon which the marketing strategies are built. Discussions and interviews were held with a variety of individuals involved with other similar businesses to develop the proforma data, review the market potential, and competitive situation.
Renovation in the Prairie Style period, our hotel's design elements and furniture will reflect this "organic" approach and provide an overall comfortable experience. Seven Elms Resort shall specialize in meeting an individual or couple's needs. As growth warrants, the 10-acre site would allow for future expansion of the lodging portion of the resort (Phase II).
Introduction.
In today's highly competitive environment, formal business planning is an essential element in achieving business success. A well-written business plan is primarily a communication tool used to obtain financing. In certain instances, particularly with our early stage company, this business plan also serves as a strategic plan.
Considering that lenders are inundated by numerous investment opportunities from which they choose only a few, this business plan describes our story and how we intend to grow. Seven Elms Resort, Inc. management team has made an in-depth analysis of its opportunities and weaknesses and it has concluded that the company has an excellent chance to succeed.
Sophisticated business planning helps management answer questions, such as: What will be our record of achievement? How have we fared compared to our competitors? Are we setting realistic and attainable goals and objectives?
Constructive and useful business planning requires a broad-based understanding of changes taking place in the marketplace in which the company competes, or plans to compete, and the ever-changing financial markets. In-depth technical skills in a variety of disciplines such as financial analysis, sales and marketing, latest technology, and managing growth are critical components in assessing a company's opportunities and risks.
The management of Seven Elms Resort, Inc. has developed this disciplined planning methodology to help the company anticipate its start-up costs and other critical information to arrive at this realistic plan.
Mr. Blackburn has sought legal assistance and advisors to develop the Seven Elms Resort concept. Steve will maintain an active management involvement in every aspect of daily resort operations. This plan reflects his vision.
The business of Seven Elms Resort, Inc. is the creation of and funding of an adult couples' 17-room hotel, specializing in a "getaway" atmosphere to provide relaxation and recreation in the Greater Benzie County/Lake Michigan area. Management is soliciting commercial finance partners who share its vision and desire to participate in this exciting business opportunity in the resort community of Benzie County, Michigan. The integration of these disciplines results in extensive and innovative services, set in a unique Prairie Style surrounding for our prospective guests.
The preferred location is a 10-acre parcel with 8 acres of woods. Of the 18 rooms, 3 are executive suites, with Jacuzzi tubs, and one of them will be converted to an onsite manager's apartment. Each room has individual climate control, direct-dial phones, and televisions. The facility has a large main lobby area, indoor pool/Jacuzzi/sauna, lighted tennis court, 2-car garage, storage shed, ample parking, and all equipment necessary for operation of the motel. The separate onsite manager residence and meeting room complex will serve as a future lounge/grill space. The grounds are beautifully landscaped.
The motel is located in the motel district of Benzie County and is situated on 9.43 beautifully landscaped, wooded acres. Approximately 7 of the 9.43 acres are wooded and undeveloped, which creates an opportunity for significant expansion or potential for an entirely new enterprise.
This facility consists of one building, built in two phases: a 22- and 15-year-old two- and one- story wood frame 18-unit motel and manager's/owner's apartment, which when combined, total approximately 14,787 square feet of living area. The 18-unit motel includes a lobby with a fireplace, reception area, storage area, laundry room, bathroom, meeting rooms, a balcony, 18 room units, a men's and women's bathroom, kitchen, a whirlpool/sauna room, an indoor swimming pool, and mechanical room. The motel has a partial basement and includes a laundry room with two washers and two dryers.
The manager's apartment (future piano bar and basement bar/meeting room area) offers a living room, kitchen, dining area, family room, half bath, and gift shop on the first floor with 3 bedrooms and 2 baths on the second floor. The home has a concrete block basement that is partially finished with a recreation room and a 3/4 bathroom.
The exterior is cedar and the roof is pitch and pebble. The building is seated on a poured concrete and a concrete block foundation. Interior walls are concrete block and drywall. The flooring is carpet and ceramic tile. There are casement windows and wood storms and screens. There is a basement area under the living quarters and a portion of the motel.
Other improvements include a 2-car garage with 2 electric door openers. A detached storage shed is located to the rear of the manager's apartment. Land improvements include a blacktop driveway and parking lot with 23 parking spaces, concrete sidewalks, a lighted tennis court, street signage, and beautiful landscaping with a mature variety of trees and shrubs.
Mechanical systems include five gas hydropic, two gas forced air furnaces, electric baseboard heat, individual heat, and central air for each unit; 120-gallon hot water heater, 600-amp electrical service, intercom system, two central vacs, water softener, sump pump, 4-camera security system, cable television, smoke alarms, and telephone system.
Seven Elms Resort, Inc.'s mission is to provide quality hospitality services to our guests in a comprehensive and cost competitive manner, providing the finest accommodations in Benzie County, Michigan.
This business plan serves to detail the direction, vision, and planning to achieve our goal for providing superior and comprehensive hotel and lounge services. Our plan objectives are:
Seven Elms Resort shall fill a niche not presently available, namely a moderately priced (under $130 per night, summer rate) resort. Combined with an on-site lounge, a grilled food service, an indoor and outdoor pool bar, and a morning continental breakfast offering, we shall differentiate ourselves by becoming a "boutique style" resort versus simply another motel. With the construction of an outdoor pool adjacent to the present indoor pool/whirlpool/sauna complex and our other refurbishment and new amenities, Seven Elms Resort will form the basis of a highly profitable venture set in a Prairie Style environment.
Mr. Steve Blackburn founded Seven Elms Resort, Inc. hotel and lounge in 1998 as a Michigan Subchapter "S" Corporation. Since 1985, Steve has had extensive experience in creating and managing organizations for environmental and economic development-oriented companies involved in nationwide projects.
Steve consults with area businesses in development-related issues, including finance, and is a United States SBA counselor at the Small Business Development Center at the University of Michigan. Past SBA clients include service and manufacturing organizations. He is a certified SBA Fast Track program instructor, a Michigan licensed loan solicitor, with a specialty in commercial finance, and a guest lecturer at U-M for Business Plan Writing Workshops. He has started previous business and corporate subsidiaries and looks forward to managing Seven Elms Resort on a daily basis.
Currently, Steve is an M.B.A. candidate at U-M and holds a Bachelor of Arts degree in Business Economics with a minor in chemistry from Notre Dame University.
Seven Elms Resort, Inc. has additional key staff members and advisors to assist during the development, planning, and initial planning phases. They include an architect trained at the University of Notre Dame, CPAs, and former managers of bar and Bed and Breakfast style properties.
Mr. Steve Blackburn will manage all aspects of the business and service development to ensure effective customer responsiveness. Qualified resort associate professionals will provide additional support services. Support staff will be added as guest and/or patron load factors mandate. Blackburn has joined the American Hotel and Motel Association.
For purposes of this Business Plan document, Seven Elms Resort, Inc.—Phase I and Phase II for developmental growth are defined below:
This phase involves preparation and development of Seven Elms Resort. Until the ideal property is acquired, Seven Elms Resort, Inc. offices will be housed at the home of Mr. Steve Blackburn, its founder. The property will establish its own Prairie Style identity, management directives, and capital. Incorporating a total quality management approach and a guest appreciation program, Seven Elms Resort will develop key repeat guests and lounge patrons. Through word of mouth and advertising, our reputation as an affordable "boutique style" resort shall grow.
Property renovation will include the makeover of 18 to 17 rooms (with 3 suites) and the conversion of the present onsite property manager's house to lounge gathering space. New construction includes a bar room addition, extra parking lot build-out, and an outdoor pool. [Phase I capital (start-up) funds are documented later on in this business plan.] It is anticipated that the funding and transfer of this property will happen in spring 1999. Operation "as is" of the facility would continue through the summer and fall. The hotel will close for the winter months for its build-out and renovation.
Continue implementation of sales, advertising, and marketing strategies developed in Phase I. Identify and pursue additional guest markets, i.e. Internet room guarantee services. Seven Elms Resort shall evaluate its room occupancy position to determine if a facility expansion is warranted. Seven Elms Resort anticipates additional support staff would be needed at the proper time (Phase II). This Plan does not contain funding needs for this Phase.
Establishing a hotel and lounge business clientele will take some time, as the research revealed word-of-mouth /recommendations /referrals and value as the primary way in which hotel and lounge services are selected by new guests. People who are completely new to the area, or who have few established connections, may look to the Yellow Pages or other advertising to establish available services, then call for information or pricing.
A good portion of the past guests to the property will no longer return, as the present ownership has operated the property as a Christian retreat-style motel.
Strengths of Seven Elms Resort, Inc. include Steve Blackburn's broad base of experience in managing different types of companies. He has extensive development experience and a track record of hiring the right people and training them. Blackburn understands the service sector business, has traveled extensively frequenting numerous lodging establishments, and has gained invaluable experience in organizational management.
Currently, a mid-size "boutique" resort niche is vacant in the Lake Michigan market, with present lodging on the high end, averaging $225 per night (and up) down to older motel properties of $79 per night. Several B&B establishments may fall into the middle, however, Seven Elms, as a resort-style property, will serve its niche by itself.
Seven Elms Resort, Inc. like all businesses, is affected by forces and trends in the market environment. These include economic, geographical, competitive, legal/political, and technical.
Positive forces include the generally prosperous economy that is currently in place, full employment, rising wages, and low inflation, leading more people to be able and willing to spend money and to get away for some time. The close locality of Lake Michigan offers an affordable alternative to a flyaway destination.
Located just two blocks from Lake Michigan and downtown Lakegrove, the area has several golf courses, two ski hills, water recreation activities, numerous dining establishments, various retail and specialty shops, art galleries, theatre entertainment venues, and the beauty and serenity of Lake Michigan, which has made this county a famous Midwest tourist destination. Traverse City began to prosper in the 1870s, becoming a desirable resort area. Many homes and estates date back to this era and several enormous "summer cottages" were built on the lakeshore and are still in evidence today.
Seven Elms Resort shall fill a niche not presently available, namely a moderately priced (under $130 per night), resort-type establishment. Combined with an on-site lounge, a grilled food service, an indoor and outdoor pool bar, and a morning continental breakfast offering, we shall differentiate ourselves by becoming a "boutique style" resort versus simply another motel.
Our Prairie Style surroundings will attract and retain guests who appreciate such refined environments.
Seven Elms Resort management will not move the project forward until it has obtained an option to acquire one of the 19 Benzie County, Michigan, liquor licenses. As faced by all businesses, the proper insurance needs shall be met and all operations and policy manuals shall be reviewed by appropriate legal experts. The facility will obtain all the necessary building permits prior to construction. Present facility zoning allows for this proposed use, including a bar, cabaret, grill, and dance floor space.
Computer programs greatly simplify the financial recordkeeping for today's businesses. As a small business, Seven Elms Resort will need to watch its expenses closely. By utilizing the existing software packages available in the hotel industry, including: room and facility management database, controlled bar and inventory measuring systems, and room key cards that allow patrons to charge directly to their room account, this technology shall assist management in controlling costs, reducing cash management, and maximizing revenue. Seven Elms Resort shall attract the resources necessary to train and operate the system in order to generate the reports and manage the inventory.
A listing of the hotel and motel properties in Benzie County, Michigan (sourced through Midwest and the Ameritech Directories) is as follows. (Note: Other properties on Lake Michigan, but outside the city limits, are not included):
High Line ($139-$750 per night, depending upon season) The Cove of Lake Michigan ($145-$225) Grand Michigan Resort and Spa ($139-$750) The Harbor's Edge ($139-$199) The Michigan Inn ($215-$350) The Strike Hotel ($200) Motel ($59-$119 per night, depending upon season) Breezy Chateau Inn Budget Time Motel Lake Michigan Motel Lakewood Motel Misty Motel Pine Tar Motel Plaza Motel Shady Drive Motel The Stirrup Motel Swiss Motel Bed & Breakfast (B&B) Dahlia House The Mixer House Precious Times Inn
Hotel and motel properties in adjacent communities are not listed, however, they do advertise in the Yellow Pages.
Seven Elms Resort hotel and lounge is attempting to carve out a fourth segment in the lodging market; that of a "boutique" style, high-line property at mid-line pricing geared towards adult couples and not marketed to families.
A review of competitors' marketing strategies reveals no one targeting this market segment. Hotel and lounge is a referral-driven business—new business can be obtained by encouraging and rewarding present guests to refer future guests. Networking within business and civic groups is important; even if the business results are not immediately felt, it is an excellent public relations opportunity. Live piano, or jazz style trio, on the weekends will add excitement to the resort and draw community residents and guests from other properties.
A hypothetical behavior sequence model for a new customer (future guest) contemplating using a hotel and lounge service for the first time might look something like the following (based on discussions and interviews with potential guests):
Individual or couple decided to getaway for a few days. This may happen as a result of a need for a change of pace, vacation, or a celebration purpose. The need can arise anytime year round. Even in the late fall and winter months people are thinking "getaway" to break the weather doldrums.
Individual or couple investigates hotel services. In most cases, this means the they will consider first any recommendations that they are knowledgeable of through prior association (relative, friend, or social group). If the individual or couple is new to the area or otherwise has not made any close connections with people, he/she would look in the Yellow Pages for a listing, or perhaps look in a newspaper for advertising.
Acting on the advice of friends (or own knowledge), the individual or couple will call the recommended property to obtain information that will help him/her decide if this place is the best for them. Criteria for selection include: (1) amenities (pool, on-site food service, nonsmoking rooms, bar lounge area, etc.); (2) reputation (what kind of persons usually stay here?);(3) physical plant (how recent the renovation, upkeep, etc?); (4) courtesy (professional and attentive staff?); and (5) pricing (is the place affordable?).
Based on the information received, the individual or couple makes a decision and either schedules an appointment to view the property or makes a reservation.
The individual's satisfaction with his/her decision and with the service itself is largely a function of their interaction with the staff during their stay. Everyone associated with Seven Elms Resort will do everything possible to ensure a satisfactory experience for the guest, so that future business (and a future referral) is not at risk.
Marketing strategies will build on this model, taking advantage of precipitating events, fostering word-of-mouth recommendations, and creating satisfaction through interacting with the future or present guests.
Overall, the environment appears very positive for Seven Elms Resort, Inc. The forces driving market demand, mainly economic and geographical, are strong, with more people staying closer to home for shorter getaway trips and their comfort level of visiting Lake Michigan, one of the Midwest's premiere travel destinations. On the negative side, there is competition, and it will take a while for Seven Elms Resort to get "established" in its market niche.
The business is driven by referrals and repeat business, so for the first few years Seven Elms Resort will need to be aggressive in attracting new guests. The marketing strategy is subject to change upon guest feedback and surveys.
Target Markets—Geographical: The major cities within a three-hour drive of the property.
For its guests, Seven Elms Resort will be positioned as a new, beautifully landscaped, nature-filled, unique atmosphere hotel with a bar lounge service that fits an adult "getaway" market niche. A full range of referral services (i.e. restaurant recommendations, shopping, taxis, area attractions) will be made available and tailored to the needs of the particular guest.
Business services range from room phones that are Internet jack ready and telephone answering message service for each room to on-site fax services and meeting room space (lounge sitting area and cabaret room). Seven Elms Resort will aim to attract business guests and their partners needing to hold planning or strategy sessions away from the office in a new and comfortable surrounding, in order to even out revenues throughout the week.
Unlike products that are produced, then distributed, and sold, hotel and lounge services are produced and consumed simultaneously in a real-time environment. Thus, distribution issues center on making the services available in a convenient manner to the greatest number of potential guests. Seven Elms Resort will maintain a front office staff member throughout the night so guests are able to get answers to any question or service when they need it. This flexibility is especially attractive to the business traveler. Clients will be able to contact Seven Elms Resort by telephone, fax, and e-mail.
Rooms per night fees have been developed. The fee schedule takes into account seasonal rates that are common in the area. For businesses and other large group functions, pricing can be discounted depending upon the number of rooms reserved.
Example lounge pricing and grill food offerings are also noted.
Example fees:
Winter Rates (November through April): | |
Regular Rooms | $109.00 |
Suites | $149.00 |
Summer Rates (May through October): | |
Regular Rooms | $129.00 |
Suites | $179.00 |
Fax Service (per page, outgoing) | $0.75 |
Telephone Rates (set at going company rate) | |
Hotel Safe Storage Fee (per day) | $2.50 |
"Top Shelf" Brands | $4.75 - $7.50 |
Specialty Drinks | $4.50 - $5.75 |
Well Drinks | $4.25 |
Import Beers & Wine | $3.75 |
Domestic Beers | $3.25 |
Draft Beer | $2.75 |
Juices, Bottled Water, and Soft Drinks | $2.50 |
Rib-Eye Steak Sandwich | $7.99 |
Chicken Breast Sandwich | $5.99 |
Hamburger (1/4 pound) | $5.99 |
Fried Cod Fish Sandwich | $5.99 |
Salads | $4.99 - $8.99 |
Chicken Tenders | $4.99 - $6.99 |
Cheese Sticks (with sauce) | $4.99 |
Frozen Pizza | $6.99 - $8.99 |
By giving careful consideration to customer responsiveness, Seven Elms Resort's goal will be to meet and exceed every service expectation of its hotel and lounge services. Our guests can expect quality service and a total quality management (TQM) philosophy throughout all levels of the staff.
Promotion strategies will vary depending on the target market segments. Given the importance of word-of-mouth referrals among all market segments when choosing a "getaway" hotel or small business meeting location, our efforts are designed to create awareness and build referrals. A cost-effective campaign—focused on direct marketing, publicity, our frequent guest reward program, and advertising—is being proposed.
New business segment.
A direct marketing (direct mail) package consisting of a tri-fold brochure, letter of introduction, and reply card will be sent to a list of potential guests. This list can be obtained from International Business Lists, Inc. (Chicago, IL) and is compiled from tax records (by upper-income geographical areas, Secretary of State incorporation registrations, business license applications, and announcements from newspaper clippings).
The brochure and letter introduces Seven Elms Resort, stresses the importance of having a good time in comfortable surroundings, provides information on our resort services, and describes what sets us apart from other area hotel and lounge properties. The initial mailing may contain a promotional offer: the opportunity to receive a 10% discount on the first night's room rate.
Approximately two months after the mailing, an additional letter shall be sent. The potential guest would be asked to address any questions and the follow-up would remind them to drop in for a property tour on their next trip to Lake Michigan. Additionally, new businesses will be targeted and sent information.
The cycle would repeat itself with new target communities and select businesses and would continue through the first year. After that, additional mailings would be conducted, as needed, based upon occupancy goals.
Seven Elms Resort, Inc. will also consider developing a one-page newsletter to be mailed quarterly to past guests and prospects in the database. The newsletter can be used to update clients on hotel and lounge and area-related developments, but also serves as a reminder of what sets Seven Elms Resort apart. The newsletter can be produced in-house and for the cost of paper and a stamp creates a lot of goodwill among guests and business prospects.
A news release will be sent to area newspapers and magazines announcing the launch of Seven Elms Resort, Inc. and lounge. Area talent searches will be conducted to secure weekend cabaret room entertainment.
Steve Blackburn will join the Benzie County Chamber of Commerce as a means of networking in the community. He also may make himself available for speaking engagements at other community or civic organizations as a low-cost way of increasing awareness and building goodwill in the community.
For present guests: "Stay 6 nights and get the seventh night for free" promotion and as a means of building business by word-of-mouth, present customers should be encouraged and rewarded for referring future guests. This can be accomplished by offering a small "rebate" (5% or 10% rebate on first night stay) to current customers who successfully refer a new guest.
Advertising is utilized primarily to attract new guests and serves to build awareness and name recognition of the resort in general, which is important for word-of-mouth referrals ("Oh yes, I've seen that resort's ads before.")
Resort brochure | $750 |
Reply card | $250 |
Lists | $750 |
Postage | $500 |
Restaurant placemats | $500 |
Newspaper advertising | $5,000 |
Yellow Pages | $2,000 |
Advertising specialties | $250 |
Objectives have been established for Seven Elms Resort so that actual performance can be measured. Thus, at the end of its first year, Seven Elms Resort should have:
Each subsequent year new objectives will be set for these benchmarks and actual performance will be measured against them. If actual performance falls short of objectives, investigation will be made into the cause, and plans will be adjusted accordingly.
In addition, it is recommended that Seven Elms Resort keep track of the source of all new guests ("Where did you hear of us?") in order to measure the effectiveness of each type of promotion. Each subsequent year's budget should adjust spending toward the types of promotion that reach the most new clients.
Customer satisfaction is most directly reflected in the year-to-year customer retention percentage. All lost customers should be investigated to find out why they left. A customer satisfaction survey may be considered after three to four years in the business.
Here is the Project Funding Summary for Seven Elms Resort:
Building and Improvements Cost | $881,000 |
Fixtures, Build-Out and Furniture | $353,739 |
Developmental Start-Up Expense | $116,000 |
Five Months Working Capital | $49,261 |
Developmental costs for the start-up of this new hotel and lounge services company are listed above. These schedules also listed in the Ten Year Proforma.
The following schedule highlights the anticipated developmental costs:
Liquor License | $71,000 |
Architect Fees | $7,500 |
Accounting | $1,500 |
Marketing, PR & Advertising | $10,000 |
Engineering & Permitting | $5,000 |
Office Expense | $2,000 |
Founders Draw (Gen. Contractor) | $16,000 |
Legal | $3,000 |
The development of Seven Elms Resort, Inc. will require the full-time talents of Steve Blackburn. Phase II growth amounts will be developed and sought at a later date, based upon needs to be determined at that time.
The following assumptions will be incorporated into Seven Elms Resort, Inc. proforma statements.
This is the resume of Steve Blackburn, the future owner of Seven Elms Resort Steve Blackburn has demonstrated experience in business and sales organization development. Developed and secured funding for own organization, author of several successful RFPs, business and market development plans. Has expertise in customer retention programs, sales training seminars, project planning, benchmark analysis, and forecasting and budgeting. Designed and implemented computer applications including: customer database service frequency schedules, truck routing, customer retention surveys, accounting and commission salary programs.
University of Michigan, Ann Arbor, Michigan Small Business Development Center 1996-present
As a United States SBA counselor I assist clients in sales and business development and other related matters including: Sales, Marketing, Manufacturing and Productivity Analysis, Regulations Compliance, and Regulatory Program Development.
MRT Environmental, Inc., Cleveland, Ohio 1992-1995
Co-founder, Business Development, Marketing, and Sales. A consulting and facilities development organization for environmental services clients in the health care industry. My responsibilities included: development of project opportunities and clients, sales personnel and training, advertising and promotion, and financial record keeping.
Pride & Barrow Industries, Inc., Dallas, Texas 1985-1992
Vice President - Sales and Development. $80 million subsidiary of a $3 billion public company. Created the new medical services division; integrated third year revenues exceeded $4.5 million and employed over 25 employees. Market development and direct sales management for all regional special services subsidiaries. Developed region's first comprehensive medical waste service organization by identifying and marketing to the healthcare industry an emerging service bundle of packaging, transportation, in-service training, and treatment of medical wastes. Serviced all sectors of the healthcare industry from physician offices through major medical centers.
Market Development Representative and Environmental Specialist. Analyzed new business development opportunities in all service areas. Municipal waste contracts, waste company acquisitions, landfill development, and expansions and ancillary specialty services. Responsible for training, sales functions, regulatory data submittal, and special waste stream permitting. Created computer applications and processing systems to maximize efficiency and minimize errors.
University of Michigan, 1998, M.B.A. candidate.
Notre Dame University - Graduated 1985. B.A. in Business Accounting and Economics. Completed a course of study for a B.S. in Chemistry.
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